Acclaimed Workforce Blog

Celebrating our Team: Siddhi Weerawardena

Fri, 17 Apr 2026 00:35:53 GMT

Siddhi Weerawardena, our Service Payroll Manager, joined the company in April 1989. This month she celebrates 37 years at Bayside Group.

Siddhi’s contribution has been significant across our 50-year journey as a business. She is highly respected by our Board, clients, suppliers and the payroll employees she has mentored throughout the years. She demonstrates courage, commitment, adaptability and exceptional leadership.

We asked her four questions about her time at Bayside Group, and in the industry.

Tell us about your career at Bayside Group, and any memorable experiences.

Thirty-seven years ago, just one month after arriving in Australia from Sri Lanka, I began my career at Bayside with quiet determination. Young and timid, I stepped into the Australian workforce as a junior in payroll. It was an unfamiliar environment in a new country that was more insular then, and I faced challenges that at times felt overwhelming.

Through resilience, hard work, and a commitment to learning, I steadily built my confidence and expertise, eventually becoming the ‘go to’ person for challenging payroll queries. As a junior when I was delivering documents to people’s desk (this was before email), I imagined being a leader in the business. In 2004 this occurred, when I was appointed Service Payroll Manager.

During my first decade in the company, I also had two children and worked flexibly while they were young. I completed Australian accreditation of my science and accounting degrees and achieved CIMA and CPA qualifications during this time as well.

Bayside Group has changed significantly throughout the years along with the payroll function. As the business expanded, so did my role and influence.

I’ve been fortunate to have had great mentors around me. However, my greatest enjoyment has been supporting countless employees, mentoring team members, and ensuring the backbone of our organisation, our people, were always cared for. My legacy is not just in the years I have given, but in the payroll professionals I’ve worked with who have gone on to become experts and leaders themselves.

What are some of the most significant changes you’ve experienced?

I’ve spent almost four decades in payroll, and it has transformed from a largely manual, transactional function into a highly regulated, technology driven discipline during this time.

When I first started, payroll was processed manually, with paper timesheets, handwritten records, physical payslips, and money counted in envelopes. Calculations were often done by hand or with basic spreadsheets, and accuracy depended heavily on individual diligence. Today, sophisticated payroll systems and cloud-based platforms have automated much of this work, improving efficiency, accuracy, and reporting capability.

From a compliance perspective, the landscape has become significantly more complex. There has been a major increase in regulatory requirements, particularly around taxation, superannuation, and employee entitlements. The introduction of initiatives like Single Touch Payroll has fundamentally changed how and when payroll data is reported to authorities, requiring real-time accuracy and transparency.

We’ve also seen greater scrutiny and accountability, with organisations needing to ensure strict adherence to awards, enterprise agreements, and evolving workplace laws. Payroll is no longer just about paying employees - it plays a critical role in governance and risk management.

Another significant change has been the shift in employee expectations. Employees now expect timely, transparent, and easily accessible payroll information, often through self-service platforms. This has elevated payroll from a back-office function to a more visible and essential part of the employee experience.

Overall, the role has evolved from processing pay to managing complex systems, ensuring compliance, and contributing to organisational integrity. Who knows what’s next with AI.

What are the biggest challenges you’ve faced?

One of my earliest challenges was adapting to a new country and workplace from a non-English speaking background. Building confidence in communication and navigating a professional environment took time, but support, persistence and continuous learning helped me overcome it.

Another major transition was stepping into leadership, shifting from hands-on payroll processing to leading a team. This required a different mindset focused on people, accountability, and support.

The most demanding period professionally for me came during the pandemic. The sudden shift to working from home required rapid adjustment and new ways of operating, while maintaining payroll accuracy and deadlines under pressure. At the same time, the implementation of government support measures such as JobKeeper added significant complexity to payroll. Interpreting evolving legislation, ensuring compliance, and processing changes accurately within tight timeframes was tough.

Other critical challenges have included software transitions and legislative changes. My response to all of these situations has been hard work, a willingness to adapt, structured processes and strong teamwork.

What are the biggest challenges employers face in relation to payroll?

Payroll in Australia is highly complex due to constantly changing legislation across tax, superannuation, and awards, with strict real-time reporting obligations such as Single Touch Payroll.

Employers face ongoing challenges in maintaining absolute accuracy, as even minor errors can result in underpayments, penalties, and compliance breaches, particularly when managing diverse workforce arrangements and interpreting multiple industrial instruments. These challenges are further amplified by system dependencies, particularly if the organisations are not Australian based. Data integrity and process alignment are critical in these instances to ensure continuity, compliance, and accuracy throughout.

I’ve dedicated my career to building my payroll expertise through continuous learning, practical experience, and collaborative problem-solving to develop strong technical and compliance capability. It’s rewarding to work with our clients to solve issues and put practical solutions in place to ensure compliance and protect their businesses.

Bayside Group: Celebrating 50 years in business.

The problem with AI resumes

Thu, 16 Apr 2026 03:41:12 GMT

AI can be a helpful communication tool, particularly if writing is not your core strength. However, like many things, moderation may be the key.

The problem with resumes that rely too heavily on AI is that they tend to exaggerate your skills, use generic phrasing and don’t tell your story authentically. And yes, recruiters know they are written by AI!

If you’re not experienced in writing resumes, an AI version may seem impressive. But for recruiters who read hundreds of resumes every week, the formats, tone and language used by AI are easy to identify and may have the opposite effect.

Rather than making a recruiter or hiring manager’s job easier, AI is making it harder.

The pervading myth is that recruiters and hiring managers don’t view your application, only AI tools do. But this is not the case. We read your resume and if your experience looks even potentially suitable, will look to the cover letter to learn more.

It’s worth noting that recruiters and hiring managers form impressions in the context of the entire applicant pool. With that in mind, here are the intrinsic problems with AI and how to overcome them.

AI resumes don’t provide enough information

Last year saw an acceleration in the use of AI to produce resumes. Now, it feels like every second resume is written by AI. The problem with this is that they are not telling us a compelling professional story about you and why you’re suitable for this specific job.

AI tools like ChatGPT often alter resumes in ways that don’t help your application:

Missing crucial details or glossing over them in favour of polished, empty statements
Filling in time gaps so your resume differs from your LinkedIn profile
Exaggerating skills in ways that contradict actual experience
Using American terminology, spelling and styles
Repeating the same information in various sections

This leaves recruiters struggling to understand who the applicant really is and what they can bring to the table. Inaccuracies can be uncovered when a resume is compared to a LinkedIn profile, or during the interview stage of the recruitment process.

Hiring managers are not looking for perfection. They are recruiting humans who have strengths but also want to understand weaknesses to identify professional development requirements.

AI resumes give the impression you’re not that interested

When recruiters spot AI-generated content, it sends a message that you may not be fully invested in the application process.

Rightly or wrongly, an AI developed resume raises questions about your authenticity and true level of interest in the position. Without tangible evidence of what you have achieved in relation to the specific job you’ve applied for, your application may be overlooked. It also suggests a lack of effort and attention to detail, which may make recruiters and hiring managers question your authenticity.

AI resumes suggest you can’t be trusted with technology

Everyone is looking for employees who are AI savvy. The problem with a generic AI resume that can be easily identified, is that it signals you may not be. A global survey found 47 percent of employees used AI in ways that would not be considered appropriate.

Employers will have concerns because it:

Implies a lack of awareness and critical thinking
May lead to potential privacy, reputational and operational risks
Compromises the authenticity and quality of work

This is not to say that AI cannot be a useful tool to assist you. It can give you some great ideas, help you to improve grammar and make your points clearer and more succinct. Where the right tools and prompts are used, the result is also better.

How to fix the problems created by AI generated resumes

Customise and edit your resume to showcase personality and specificity. In Australia, it’s acceptable to submit a resume that is two to three pages long, allowing you to include more information.

Focus on your narrative: clearly state why you want this job and why you’re suitable. We recognise this is harder than it sounds. Try to use your own voice and include a one or two sentence summary to introduce your skills, experience and motivation for applying.

Add specific examples: listing a skill or job task isn’t enough but is still important. Highlight real outcomes like how you delivered cost savings, used technology to achieve a goal, met challenging project deadlines, launched a new initiative, improved efficiencies, generated revenue etc.

Use action-oriented language: strong verbs are helpful, along with measurable achievements focused on the requirements of the job advertisement/description.

Edit your resume: get someone else to read it and cross reference it with your LinkedIn profile. AI does some interesting things, so always carefully check your resume if you do use it to assist you.

If you are rejected, seek feedback from the recruiter/hiring manager. Ask if they have any suggestions for how you could improve your resume.

AI absolutely has its place in supporting resume writing, but it should not replace your own voice and experience.

Looking for a job or potential career change, register your interest today or call us to speak to a consultant.

Reflections on 50 years in recruitment

Tue, 24 Mar 2026 05:00:57 GMT

This month, we at Acclaimed Workforce celebrate our 50 ^th anniversary as part of the Bayside Group. Recruitment is an industry strongly aligned with economic performance, so achieving this milestone has required resilience and agility, along with support from our clients, candidates, workforce and suppliers.

Our Founders and GMs reflect on the journey and why our core principles remain relevant 50 years on.

Three technical professionals started Bayside Drafting Australia (now Balpara ) in March 1976, working out of a backyard bungalow. Robert Blanche and John Wilson, the two remaining owners, were in their early 20s when they established the business. They credit their youth, enthusiasm and to an extent, naivety, for taking the risk to venture out on their own.

It wasn’t long before recruitment capabilities became critical to the company’s success, as a building boom in Australia generated significant work and created a skills shortage. Robert and John, who both instinctively focused on building strong professional relationships, were good at finding the best people to get the work done, which was noticed by their clients.

“Our recruitment operations officially began when I was asked by a client, 'How can I get a draftsman just like you?' and sourced someone,” says Director, Robert Blanche. “After I placed this person in his business, he asked me to find another, this time with mechanical knowledge. Both contractors stayed for 10 years.”

Today, we have two recruitment brands - Bayside Group and Acclaimed Workforce.

For us, it’s always been about people

Despite their technical backgrounds, both Robert and John have always enjoyed the people elements of their work the most.

“In hindsight, it isn’t surprising that we ended up in recruitment,” says Director, John Wilson. “We’ve worked with many clients and employees for 10, 20, 30 and even 40 years, which is so rewarding. It’s been a privilege to support people as they grow in their careers, and to help businesses evolve and thrive.”

Getting to know the professionals in a particular market, what they do and what they’re capable of has always been a key focus of our specialist recruitment teams. This has enabled us to recruit locally and internationally throughout the years. We’ve sent people to remote parts of Australia and across the world for specific projects, and learned from their experiences.

Acclaimed Workforce has been fortunate to have talented people contribute to the business over the years. “Many of our senior leaders have been in the company for decades, with their expertise respected by our clients. This is indicative of effective succession planning, and possibly an element of luck,” says Robert. He explains General Managers, Joe Galea and Wayne Eaton, joined the business in 1989 and 1995 respectively and have been integral in building the business to what it is today, “Handing the reins to people with proven capabilities who you trust implicitly is easy.”

Embracing change strategically

If we’ve learned anything from our time in recruitment, change is inevitable. A workplace in 1976 would be unrecognisable and likely unacceptable in today’s standards - you could literally smoke cigarettes at your desk back then!

People, behavioural expectations, job roles, skills, hierarchy and structures, technology, how we collaborate, business processes, employment legislation and organisational culture have evolved exponentially in this time.

We’ve also had to navigate numerous economic downturns, skills shortages, globalisation, offshoring, extensive legislative changes, a pandemic, extreme weather conditions, global conflict and so much more.

“We’ve had to adapt quickly, innovate and be strategic in how we’ve embraced change over the years, all while being stringent in how we manage our finances,” explains John. In some instances, we’ve been an early adopter and at other times, we’ve waited to understand the situation better. “Luckily we’ve optimised opportunities to diversify into new ventures with the right opportunity. This has been critical to our success and continuity, as has making difficult decisions to consolidate when required.”

As a specialist recruiter, there is no doubt the recession in the 1990s was our most difficult challenge. Thankfully, Bayside Drafting, as well as a construction arm, was profitable. “Almost two thirds of recruitment branches in Australia disappeared,” explains Robert. “With unemployment above 10% for more than two years and remaining high for much longer, along with high interest rates, it was a tough time for everyone.”

Understanding the markets we operate in, and working closely with our clients has helped us to effectively navigate change and evolve with the industries, clients and candidates we support.

Succeeding together

A young Joe Galea joined the company and credits his mentors for encouraging him to be out on site rather than sitting behind his desk. “I learned early that understanding a business and its people is the most effective way to identify issues and develop effective solutions,” says Joe Galea, General Manager. “Working in partnership with our clients has underpinned our service model from the beginning.”

Our partnership with Ford Australia for example, spanned 30 years. It started in manufacturing and slowly transitioned to design as the organisation sought to enhance their design capabilities to win projects. We recruited thousands of local professionals and mobilised 200 engineers and designers from overseas over many years, with the aim of building local capability and having them represent Australia in other design hubs around the world. At one point our workforce at Ford Australia consisted of more than 700 people.

This is just one example of hundreds, explains Joe. Acclaimed Workforce has solved problems for our clients relating to safety, compliance, cost management, skill shortages, work readiness, skill levels, training, behaviour, continuous improvement, team dynamics, leadership and more.

“We’re in the people business, which by its very nature is nuanced,” adds Wayne Eaton. “It is therefore essential for us to be able to build trust so that we can have those honest conversations that facilitate better outcomes. We’re here to make it easier for our clients, and I’m proud of the feedback received over the years, suggesting we have done just that.”

Rather than working in silos, our team has always worked together, focusing on long term gains, rather than quick wins. This is why collaborating with industry, regions, clients, candidates and suppliers makes sense to us.

Our founding principles have remained relevant

It is rare that an organisation’s founding principles still reflect who they are 50 years on, particularly when they were developed by people with more eagerness than actual business experience! Yet our focus on building specialist expertise and long-term relationships was established early, and stuck.

As the jobs got bigger, a third element was introduced; quality and compliance. Our origins in higher risk sectors like infrastructure and construction, gave us an in-depth understanding of safety and risk management. Over time, we played a significant role in raising industry standards for safety, workplace relations and ethics. In fact, the first Recruitment and Consulting Services Association (RCSA) Safety Award was named after our first OHS Manager, Malcolm McLean.

“Even now, with the increasing prevalence of AI in so many aspects of work, we continue to ask questions about how it is being used, implementing processes to reduce bias and ensure compliance through ethical checks and balances,” says Wayne Eaton. “We’re also working very closely with our clients to help them manage amendments to workplace safety and Fair Work legislation and monitor compliance,” adds Joe.

This comes back to our vision of “partnering in the future of people”. Both Robert and John believe in this as much today as they did at the beginning. “It has certainly been a journey,” says John. “While we’ve had many challenges, we’ve had more successes and most importantly, a lot of fun along the way.”

“I feel really proud of what we’ve achieved, and I’m grateful to everyone who has been part of the journey,” says Robert. “The talent and hard work of our employees and workforce, combined with the trust that our clients have given us, enables us to celebrate our 50 anniversary.”

Learn more about our 50 years here

Upcoming employment legislation changes

Tue, 24 Mar 2026 01:01:42 GMT

Compared with the enormous changes to employment legislation over the previous few years, 2026 is quieter. However, there are some scheduled and potential changes worth noting.

Our Workplace Relations specialist Alan Doyle provides an overview of these changes and discusses how they might impact your business.

Payday Super

From 1 July 2026, superannuation will need to be paid at the same time wages are paid, instead of quarterly. They are also proposing a new definition of qualifying earnings that includes more categories than the current ordinary time earnings.

The main purpose of the change is to reduce incidences of unpaid super and improve transparency around employer contributions. For many years, this has been a common component of wage theft and underpayment disputes.

What does this mean for employers? Superannuation will effectively become part of the normal payroll cycle. Employers will need to ensure their payroll systems can effectively manage super payments with each pay run. As superannuation has traditionally been paid quarterly, payroll processes and cash flow management may require consideration to accommodate more immediate payment.

It is recommended that organisations monitor payments over the next twelve months, as a failure to comply with Payday Super, which requires contributions being received by and employee’s super fund within seven business days of payday, will face a strict and punitive Superannuation Guarantee Chare (SGC) regime. This means the Australian Taxation Office (ATO) will impose mandatory penalties on employers who fail to pay superannuation in full and/or on time, resulting in significantly higher costs to organisations than the original owed.

Ban on Non-Compete Clauses

The Federal Government is currently considering banning non-compete clauses for employees earning below the high-income threshold, which is currently around $183,000. If this reform proceeds, many existing restraints that prevent employees from working for a competitor may become unenforceable for a large part of the workforce.

What would this mean for employers? Logically, this will likely shift the focus toward tighter protection of confidential information, intellectual property and client relationships, rather than relying on broad restraints that prevent employees from joining competitors. Businesses may also need to review their employment contracts to ensure appropriate protections are in place if the reforms are introduced.

Scrutiny of labour market competition

There is increasing attention on employment practices that may restrict competition in the labour market. This includes arrangements such as no-poaching agreements between employers, wage-fixing arrangements and overly restrictive post-employment restraints. These types of practices have already attracted regulatory scrutiny internationally and are now being examined more closely in Australia.

What would this mean for employers? If stronger regulation is introduced, employers may need to ensure employment contracts and recruitment practices are structured carefully and do not unintentionally restrict employee mobility. It is worthwhile identifying any potential risks and assessing implications for your business. New legislation will potentially increase the risk of competition law breaches, unenforceable restraint clauses, and regulatory scrutiny, particularly where businesses rely on informal arrangements or outdated contract terms.

National Employment Standards (NES) Review

The Federal Government is currently reviewing the National Employment Standards (NES), which set the minimum employment entitlements under the Fair Work Act. The review is looking at whether the NES still reflect modern working arrangements and expectations. Areas being discussed include stronger rights to flexible working arrangements, potential changes to maximum weekly hours and the possibility of introducing additional leave entitlements.

What would this mean for employers? While the review is still at a consultation stage, any changes could have a broad impact for organisations. The NES entitlements override employment contracts, awards and workplace policies where they provide lesser conditions. If significant changes are implemented, employers will most likely need to make changes to policies and employment contracts. People leaders will also require compliance training, as even a small change can impact on payroll, rostering and day to day management decisions.

Confidentiality Clauses in Workplace Settlements for Sexual Harassment (Victoria)

In Victoria, there are proposals being considered to restrict the use of confidentiality clauses in workplace sexual harassment settlements. Under the proposed approach, confidentiality clauses could only be included if requested by the employee rather than being included as a standard term by employers. Other states are also starting to look at this but have yet to make any announcements.

What would this mean for employers? If introduced, this could change how workplace investigations and settlements are handled and place greater emphasis on transparent investigation processes and workplace culture management. Victoria is currently the only jurisdiction to introduce these reforms. However, given the broader regulatory focus and international momentum, it is likely only a matter of time before other States follow. These laws will materially increase the risk of workplace matters becoming public, exposing employers to significant legal and reputational damage.

If you need workplace relations assistance and report, learn more here or call Alan Doyle on 03 9864 6000 for a free confidential consultation.

Employee management: performance vs misconduct

Thu, 26 Feb 2026 03:37:35 GMT

Are all your managers and supervisors trained to manage performance and misconduct? To mitigate your employment risk, it is essential that people leaders have the capabilities and support to navigate both scenarios.

A simple test to distinguish between an underperformance issue and misconduct is to determine whether it is a skill issue, or a will issue. Does the employee have the resources, knowledge or skills to perform, or are they wilfully ignoring their responsibilities?

Few people leaders or human resources professionals would argue that effective performance management is essential. The way in which a manager responds can be the difference between high performing teams that stay, and disputes, turnover and reputational damage.

Specific case rulings continue to define the parameters of recent legislative changes. Yet it is becoming clear the Fair Work Commission doesn’t simply consider whether an employee was underperforming when assessing unfair dismissal and wrongful termination cases. Consideration is given to whether the employer acted fairly, reasonably, and consistently. Most claims arise not from a lack of reason, but from reactive, inconsistent, or poorly documented processes.

People leaders therefore need the capability to avoid common performance management mistakes, know how to manage disciplinary action and have access to human resources or workplace relations professionals for support.

Common performance management mistakes

The most common performance management mistakes occur more often than you would think, no matter the type of organisation. These include:

Delaying intervention
Failing to provide clarity
Relying on informal feedback
Lack of documentation

Employers often find themselves defending decisions that could have been avoided with structured management. Procedural fairness is the foundation of defensibility. Employees need to be clearly notified of concerns, given specific examples, and provided with a genuine opportunity to respond. Vague statements about attitude or performance rarely hold up. Objective standards, such as KPIs, position descriptions, and documented expectations, reduce ambiguity and strengthen an employer’s position.

Both early intervention and specificity is therefore critical. One of the most common reasons an issue escalates is because it is ignored. A people leader, who has failed to manage the performance of an employee across multiple issues over time, will finally intervene on a specific issue that may or may not be significant. When the employee defends their actions, their frustrated manager will proceed to reference a string of past grievances that they have never been discussed with the employee.

Undocumented conversations or delayed feedback significantly increase exposure if termination becomes necessary. It is equally important to distinguish between capability and misconduct.

Managing disciplinary action

Underperformance in isolation is not misconduct, and blurring the two can escalate issues and increase legal exposure for employers.

Underperformance is a proactive and ongoing process that focuses on capability, support and expectations, and is not punitive. Management of underperformance will generally focus on skill gaps or output expectations. Often the discussion will focus on the factors blocking an individual from reaching those goals, and how the manager or team can help them, whether that be with training, development, regular feedback, access to information or people, or assistance with prioritisation. To effectively manage underperformance, a fair and structured process should be followed to give an employee time and support to improve, accompanied by clear goals and in many cases, a development plan.

Disciplinary action on the other hand is a reactive and formal process . It applies when an employee's conduct, rather than their competency, is the problem. Some examples of misconduct include:

Insubordination or inappropriate behaviour
Refusing to comply with lawful requirements
Not following reasonable directives
Breaches of organisational policy
Serious misconduct such as bullying, theft, or harassment

Misconduct requires an investigation, to which the employee has the right to respond. The employer needs to provide sufficient notice prior to a formal meeting and allow the employee to bring a support person with them. Clear identification of the alleged conduct issue is essential, as is procedural fairness, proper documentation at every stage, and reasonable outcomes based on evidence. Employers need to focus on addressing conduct risk in a way that is fair, consistent and defensible. This extends to improvement plans, which must be genuine and incorporate documented review periods and meetings. Keep in mind processes that appear predetermined or superficial can escalate manageable issues into costly claims.

Escalation should also be proportionate and consistent. Final warnings without prior documented steps, unless the conduct is serious, can undermine the credibility of the employer. Ensuring that every employee is treated consistently will reduce the risk of allegations of unfair treatment.

Building people leader capability

Performance management training is essential for leaders of people. It is a core management skill set, yet many employees are promoted to management with little or no instruction in this area. Furthermore, as processes change over time to comply with best practice or shifting legislation, long-term leaders are often not provided with refresher training.

How leaders communicate, document, and follow policy often determines whether a process is defensible. Different approaches can also lead to inconsistency. It is also worth noting that probation doesn’t remove exposure - adverse action risk must also be considered in this scenario.

The capability needs to sit with people leaders, not just Human Resources or Workplace Relations experts, who should be there to provide support or to help manage more serious incidents or escalation, not day to day performance management.

Organisations that act early, document consistently, and align policies, contracts, and practice are far better positioned to reduce issues and unfair dismissal risk, while protecting operational stability and leadership credibility.

We’ve put together a simple pre-termination checklist to assist leaders. If you’re an employer who needs assistance with policies, procedures, investigations or support, learn more about our workplace relations services or call me for a confidential discussion on 03 9864 6000.

What makes a good Employee Value Proposition (EVP)?

Mon, 23 Feb 2026 23:56:05 GMT

Employee value propositions (EVPs) seem to have leaders either celebrating them or questioning the cost. Their reaction depends on an EVPs impact on the organisation. So how do you create an EVP that works?

Success is dependent on design and execution. We look at the key elements of an EVP, and how you can optimise outcomes.

Why does an EVP matter? It’s simple - an employee value proposition sets the foundation for the employee experience. With employees more focused now on their individual experiences in the workplace than ever before, an EVP is critical to success.

Employee experiences really do matter, and it’s not just younger generations who think so. More and more Gen X employees are also making career decisions based on what an organisation offers, a shift that’s become especially clear among top talent over the past few years.

EVPs are increasingly essential to attracting, engaging and retaining top talent.

What is an EVP?

An employee value proposition is at its core an elevator pitch to potential and existing employees. It should answer the question, ‘why work here?’ by highlighting intangible and tangible attributes and benefits that describe the experience of working in an organisation.

However, an EVPs real value shouldn’t be misunderstood simply because it’s produced as a succinct communication tool. To be effective, an EVP must resonate with employees and be embedded throughout the organisation like a company’s vision and values. While it may shift and evolve more, it should be understood, relevant and authentic.

An EVP shouldn’t be confused with your employer brand, the external perception of your organisation, although it may influence it positively or negatively. An organisation’s EVP is internal focused, which means there is nowhere to hide!

Gartner research cites key components of an EVP as competitive compensation, benefits, growth opportunities, a positive work culture, work-life balance, alignment with company values and a clear career path.

An EVP may include objective elements , such as:

Parental leave policies
Remuneration or bonuses
Flexible work arrangements
Training, development and promotion

However, it can also include subjective elements, such as leadership style, an organisational culture of collaboration, inclusion or safety, or general day to day experiences at work.

Your EVP needs to make sense for your organisation, your current employees and those you wish to attract in the future. Communication of the EVP is also crucial to showcase the organisation’s value and how it differs from competitors.

Four principles for effective EVP design are:

Appeal – aligns with local employee and labour market preferences
Authenticity – fits with true organisational strengths
Relevance – to both the organisation’s strategy and employees
Differentiated – it is unique and sets you apart from competitors

Who is your EVP for?

The best place to start is with your target audience. Who is your EVP actually for? Attracting and keeping talent requires understanding that everyone’s needs at work differ , shaped by their age, life stage, and goals. However, there are some commonalities.

The Department of Employment and Workplace Relations (DEWR) has put together a useful EVP Toolkit to help companies develop or improve their EVP. Women, frontline workers, and knowledge workers are highlighted as three specific audiences. Their research shows specific patters for different groups.

For example, women are most likely to respond to:

Control of the workday – women are 10% more likely to accept flexible roles
Career progression in flexible work – not working full time shouldn’t stall careers
Compassionate managers – who understand the need for flexibility, wellbeing supports, and take action to help manage burnout
Culture – toxic cultures are the main reason women leave

Knowledge workers on the other hand value supportive co-workers, work/life integration and balance, flexibility including when and how the work is completed and remuneration, which is significantly different to the priorities of women. While frontline workers first and foremost value remuneration, often because their jobs are lower paid, with health, safety and hygiene their second highest priority, followed by culture and diversity and inclusion.

Knowing your audience is essential to understanding what current and future employees may need. From a research perspective, Seek’s Laws of Attraction can provide some initial information, which can be used to help you clarify needs.

Start by reviewing staff surveys, exit interview data and ask leaders for feedback based on their conversations. To gather or clarify information, you may want to undertake:

A specific staff survey with questions relating to EVP.
Focus groups to explore what attracted your employees in the first place, why they remain and how their values, or that of the organisation have changes.
One on one interviews for clarification

To enhance your EVP, being able to list and adopt a mindset focused on curiosity, not defensiveness, is key.

What should you include in your EVP?

If your audience is diverse, you may need to identify key segments to ensure you have their needs covered and you can engage with them to clarify their specific needs.

Visualising your EVP based on these segments to help leaders understand, asking specific questions of each segment:

Reputation: What do employees in this segment believe is true about working in your organisation?
Remuneration: Is it market competitive for the type of person we wish to attract?
Experience of work: Is your work environment safe? Does it match your organisational culture? What is unique or compelling about it?
Growth: Do your systems for feedback and performance help people grow? Do you offer tailored training and development options?
Values and Culture: Do your people feel valued and understood?
Wellbeing: What role do leaders play in making staff feel supported, valued and included?

The EVP Toolkit recommends undertaking a gap analysis using your answers to these questions to identify insights, strengths and areas for investment.

As previously mentioned, you will often have different segments within your organisation, so undertaking a gap analysis using these segments can be useful.

It is fine for an organisation to start small, expanding and evolving over time. Discuss with your recruitment team what stops candidates from accepting a position, or why they’re interested, can be useful in testing the relevance of your EVP.

It’s important to measure the success of your EVP, and continue to get feedback from prospective and existing employees to ensure it is aligned with your strategy and delivering for your business.

A strong EVP can help attract and retain high performers, engage the workforce, deliver cost savings, improve business performance and facilitate growth. It may also help you reduce costs long term, so it is worth investing in.

If you would like to discuss market insights relating to attracting and retention of staff, contact Acclaimed Workforce today.

Recruitment in 2026: Trends reshaping hiring

Fri, 30 Jan 2026 01:49:46 GMT

The 2026 recruitment landscape will remain polarised. Application volumes have increased significantly, yet persistent skills shortages remain in key disciplines, sectors and regions. Meanwhile, candidate expectations continue to evolve in ways that don’t necessarily align with employers. This includes how AI is being used to streamline recruitment processes.

The result? Frustration and often poor outcomes for candidates and employers alike. So, what are the trends shaping hiring? And how will this impact on your approach to recruitment?

Key Points

Employers will face a range of recruitment challenges in 2026 that may require them to rethink their approach.
Key considerations include being clear and specific about your needs and focusing on candidate care.
As AI is used more widely, it’s essential to balance it with a human approach to avoid potential biases - under Australian law, discriminatory intent is not required.
Engaging with contingent labour may still be a viable option, as this is often an effective entry pathway for top talent.

Last year saw the acceleration of emerging recruitment trends. The use of AI throughout the recruitment process became widespread, applicant ghosting increased, candidate withdrawals prior to offer became more prevalent and more roles were put on hold by employers. Yet this did not happen in isolation – often applicant behaviour resulted in employer hesitancy, increasing timeframes or even halting the process altogether.

However, this was just one of many factors challenging employers. In a year defined by global instability, economic uncertainty and continued high inflation rates, while AI simultaneously yielded real efficiencies across most industries, it is not surprising the job market was impacted.

Job seekers want employers to move faster, provide more information and offer higher wages to manage the rising cost of living. Employers on the other hand, are managing costs and productivity concerns, while also working through how AI can best enhance their business and help meet market demands.

To reduce frustration and improve outcomes, we look at simple ways you can rethink your approach to recruitment in 2026.

1. Be clear and specific about the skills and attributes you need

In a market that’s got too many or too few candidates depending on the role, it is essential that you are clear and focused about what you need, and what might be nice to have. Understanding the market is also key - it’s common for employers or hiring managers to provide a wish list of skills and attributes at a low salary, and then not be willing to compromise. This not only slows down the recruitment process but creates a negative experience for applicants.

Taking time to think about the position in the context of the role, the team and the organisation’s direction, prior to advertising or approaching candidates, can streamline the process.

The Role. Understanding the role requirements is critical. And if you’re replacing someone, take the time to review the existing job description. Use the ‘Start, Stop, Continue’ framework to refine the role and consider avenues for efficiency that may optimise current tasks and capabilities. Are there any tasks that can be redirected or outsourced for better outcomes?

The Team. When prioritising what you need, it’s essential to consider the strengths, weaknesses, gaps and skill sets that comprise the team. What are the skill gaps in the team (not just the role)? Are there ways to restructure team responsibilities for progression, performance or efficiency? Does your current team demonstrate diverse perspectives, knowledge and ways of thinking?

Future Requirements. Recruiting without considering future needs may lead to turnover, skill gaps or learning and development challenges. Consider what types of soft and technical skills this role may require in the future, and whether they can be learned on the job. For many roles, this will include an individual’s ability to adopt new technologies.

It is also essential to keep the gender confidence gap in mind, as more than one quarter of women are unlikely to apply if they don’t meet all the criteria. List ‘non-negotiable’ versus ‘nice to have’ skills, attributes and capabilities. To avoid homogenous hiring, also consider including diversity in your profile. What flexibility or adaptations are you able to accommodate if any?

All of this is so important, because it keeps hiring managers focused, and improves the experience for candidates who often get frustrated when the criteria changes throughout the process.

2. Balance AI with a human approach

As AI functionality becomes more integrated in job application platforms and recruitment software, organisations need to think about ways they can balance efficiencies with real interactions. While AI can have benefits for potential candidates and hiring managers, it is also essential to speak directly with as many candidates as possible to actively understand what they can bring to a role.

There are three reasons this is important for hiring managers:

1. You risk missing out on top talent. Without having a deeper understanding of the candidate, you may be rejecting top talent without even realising it. Furthermore, a recent survey found that 44% of Australians would reject an offer if a recruitment process relied too heavily on AI.

2. You risk hiring the wrong talent. AI is not just being used by organisations. More candidates than ever are using AI to help write resumes, application letters and prepare for interviews. As AI assists applicants in promoting themselves, resumes are becoming less detailed, which is widening the gap between claimed abilities and real skills.

3. System discrimination. AI is only as good as the data provided and is not necessarily designed for the complex nuances of unbiased recruitment. Employers cannot discriminate in Australia on the basis of protected attributes - characteristics or traits protected by law to ensure equal treatment and opportunities for all individuals. Research released by lawyer and on Algorithm-facilitated discrimination from Dr Natalie Sheard has found AI hiring systems may in fact "enable, reinforce and amplify discrimination against historically marginalised groups". There is a significant risk of reinforcing historical data for one.

Under Australian law, discriminatory intent is not required. If an algorithm excludes applicants based on a protected attribute, an employer may be exposed on both reputational and legal grounds. If the algorithm considers skills listed or experience alone, those who have previously been given opportunities will continue to receive offers. This perpetuates systemic inequality and does not take diversity of thought into consideration.

Organisations need to be aware and conscious of the impact, so they can personalise their recruitment activities to avoid potential liability. Australian Unions are continuing to pursue regulatory guardrails to steer the future roll-out of Artificial Intelligence in workplaces.

3. Prioritise candidate care

Candidate care is a term often thrown about in recruitment circles that aligns with customer experience principles. Unfortunately, many organisations don’t view potential employees in terms of a customer group, therefore not applying their customer experience processes.

Switching this mindset is critical because potential employees can be advocates or detractors of your organisation, and may in fact be existing or potential customers too. A negative experience can cost you much more than missing out on one talented candidate.

Both active and targeted candidates will have options to compare you with (either their existing company or other potential employers), so being clear on candidate care processes is essential. If your organisation doesn’t have the resources for this, then discussing expectations with your recruitment partner is recommended.

Simple ways to prioritise candidate care include:

Be clear about the recruitment process and stick to timeframes
Communicate regularly and as promised
Provide relevant information relating to the job and employment
Be prepared and help the candidate feel comfortable during the interview
Allow space for candidates to tell you about their skills, experience, motivations and attributes
Streamline the onboarding process with a focus on productivity and engagement

4. Don’t discount flexible and contingent arrangements

Significant changes in Fair Work legislation in recent years have meant Australian businesses are employing fewer casuals, despite economic uncertainty. This has had consequences for employers looking to engage and identify talent.

There are many benefits that contingent employees can provide employers:

Flexibility – whether casual in the new definition, or maximum-term contracts, contingent employees allow organisations to scale up and down to meet seasonal or project related demand, as well as unprecedented growth.
Reduced skill gaps – this allows you to bring in people with specific skill sets that may be needed if you don’t have the depth within the team. Skilled individuals can also play a fundamental role in upskilling teams.
Higher wages – engaging people for part rather than the whole project or during a season as a casual enables you to pay higher hour rates with casual loading. This may enable you to secure better quality talent, who can improve business outcomes.
Trial period – allows both the employee and employer to assess fit and contribution. Often, contingent workers are offered permanent positions when they perform well, with job descriptions tailored to their contributions.
Increased productivity – by resourcing correctly, organisations can increase productivity and improve morale. In the last 12 months, many organisations have opted not to engage casuals, placing a greater burden on existing staff and reducing their focus. This can have consequences for organisational outcomes, morale and retention.

There are currently many talented candidates looking for work who would take contingent roles, yet there is a reluctance for organisations to select this option. If compliance is the concern, our Workplace Relations experts can assist you to engage and monitor contingent workers to ensure compliance. While it depends on the job and the market, contingent work is a viable option in many instances that should not be automatically dismissed.

5. Enhance your recruitment partnership

As an organisation, we’re celebrating our 50 ^th anniversary this year. Our most successful partnerships are those where we have worked more closely with the client. This looks different in every scenario, but there are a few commonalities.

A partnership is more successful when recruiters:

Understand your operations and strategic direction.
Have relationships with supervisors and understand their frustrations.
Are encouraged to have conversations about problems and potential solutions regularly.
Can discuss barriers to success with decision makers who are open to improvement.
Tailor processes to align with your organisation.
Provide compliance support.

If you’re rethinking how you approach recruitment in 2026 and would like support, tell us what you’re looking for , or get in touch today.

It’s time to review your employment contracts

Wed, 21 Jan 2026 01:47:51 GMT

In Australia, many organisations attempt to review employment contracts in the middle of the year along with wages. Given the numerous legislative changes in recent years, this has been essential.

Yet, it is a busy time. As a result, thorough employment contract reviews get overlooked in the rush to ensure wage compliance, implement salary increases and roll out new strategies.

With so many Fair Work amendments and accompanying policy changes in recent years, many employment contracts no longer reflect current legal requirements, or how work is performed in practice. Often employees or employers find this out the hard way - when there is a dispute!

January is therefore a good time to undertake a thorough review of your employment contracts in preparation for the upcoming year. We asked our Workplace Relations experts what to look out for.

1. Employment type and engagement structure

The first step is to check that contracts accurately reflect the working relationship with the employee. This includes confirming:

Employment status i.e. casual, maximum-term or permanent employee
Levels of control and supervision
Whether the hours, location and duties align with their actual day to day

It’s a key starting point to determine whether the employee is classified correctly under the relevant award.

2. Casual employment arrangements

Casual contracts can only be used where work is genuinely casual. Employers will ideally have mechanisms in place to review whether:

Casual loadings are paid correctly
Hours have become regular and ongoing
Casual conversion rights are being managed correctly
Information Statements are distributed to relevant employees

Employer concerns about compliance with Closing Loopholes legislation for casual employees has reduced causal employment in Australia , despite market instability. However, with effective contracts, staff training and processes for monitoring, it should not be dismissed as a viable option for employers and employees.

3. Fixed-term contracts

As recent amendments restrict the use of fixed-term contracts, you will need to review contract length, extensions and whether the role is ongoing in nature. It is also important to confirm whether the Fixed Term Contract Information Statement has been issued, or an exception applies.

Examples of where exceptions may apply include:

Apprenticeships (most common exception)
Above the high-income threshold
Organised and high-performance sport
Non-profits or NGOs subject to government funding

4. Pay, classification and entitlements

Pay clauses need to be reviewed to ensure ongoing award compliance, including confirming award coverage and classification levels, current base rates following annual wage increases, allowances, overtime provisions and the effectiveness of any set-off clauses. Roles and responsibilities often evolve over time, so checking again at the beginning of the year can help prevent position drift and possible underpayment. It is easy to forget to check contract and job description alignment with the relevant award.

It is recommended that Superannuation compliance also be reviewed this year, as organisations will be required to make contributions at the same time as salary or wages from 1 ^st July 2026. This will replace the current requirement for quarterly payments.

5. Hours of work and the right to disconnect

An effective contract will clearly set expectations around hours of work and availability. Awards and recent legislation have become even more descriptive regarding these factors. Flexibility clauses, overtime requirements and after-hours contact expectations need to be reviewed to ensure alignment with awards and ‘right to disconnect’ obligations. In some roles, it may be appropriate to specify where it is reasonable to make contact outside of hours.

If you’re unsure about how to approach this, it may be worthwhile to have your contracts reviewed by a workplace relations expert.

6. Termination and notice provisions

Termination clauses must not undercut the National Employment Standards (NES). To ensure you don't, review notice periods, redundancy references, probation clauses and how assignment end dates are addressed, particularly in labour hire or project-based roles.

While casuals generally have no termination notice provisions under the Fair Work Act, you should always confirm this with the relevant award. However, notice periods can be included in their contract if organisations choose to include this.

NES minimum notice periods are as follows:

Employees over 45 years old who have completed at least two years of service when they receive notice are given an additional week of notice. Please note, that some awards may be greater than the NES timeframes detailed above.

7. Confidentiality, intellectual property and restraints

Specific contract clauses relating to confidentially, intellectual property and restraints need to reflect modern working arrangements. It is therefore recommended that you review confidentiality obligations, intellectual property ownership and the reasonableness and enforceability of post-employment restraints.

Contract clauses for confidentiality and intellectual property must be directly connected to protecting legitimate business interests, with post-employment restraints reasonable in scope, length and geographic location.

The Federal Government has indicated they plan to limit the use of post-employment restraints, particularly for lower paid workers. While no final reform has been enacted, it is timely to ensure restraint clauses are role specific and supported by clear business justification.

8. Policies referenced in the contract are fit for purpose

January is a good time to review policies referenced in contracts. This may involve assessing whether any new policies have been introduced that might be relevant, and confirming policies are current, compliant and consistent with contract terms.

For example, if you put five weeks leave in the contract, the policy should reflect this. It is important to note that in a dispute, the contract will override a policy, so this is a necessary step.

Finally, it is important to note that there are often legacy clauses in contracts of longer-term employees that need to be addressed. When you make changes to contracts, it is advised that new contracts are reissued by agreement with employees.

If you need assistance reviewing or developing employment contracts, contact our Workplace Relations team today.

Leadership: Understanding and addressing upward bullying

Thu, 20 Nov 2025 04:57:33 GMT

A manager can’t be bullied by their direct reports because they’re in the position of power, right?

The term ‘upward bullying’ describes just that. While this statement is incorrect, a formal power imbalance creates confusion, especially when the focus for most organisations has understandably been on preventing managers from bullying subordinates.

Furthermore, when bullying of a manager occurs, it is often not reported or taken seriously. This means managers aren’t provided with sufficient support. We look at what constitutes upward bullying, why it occurs and how your organisation can address it.

Key Points

Upward bullying is often not recognised and may be indicative of systemic organisational issues.
It can occur for many reasons, such as a result of organisational change, personal agendas and a fear by managers of appearing incompetent.
Managers face similar impacts to employees who are bullied, but may fail to report it due to a feeling of shame or helplessness for being unable to handle it.

It has been four years since Safe Work Australia updated its Model Workplace Health and Safety Regulations to include psychosocial safety, and thankfully many organisations have implemented a range of initiatives to protect their employees. Yet Australian studies continue to show that workplace bullying occurs, with many workplace bullying incidents going unchallenged.

According to HR Leader , the Bully Zero study, which found 27 per cent of Australians said they had experienced bullying in the workplace, also reinforces the significant effects bullying has on mental health, workplace culture, and productivity. With the higher number of people experiencing horizontal and downwards bullying, it is reasonable to ask why an organisation would be concerned about upward bullying. There are two simple answers; the limited acknowledgement of upwards bullying does not diminish its effect , and upward bullying is often indicative of underlying systemic issues. A recent study exploring the enablers, motivators and triggers of upward bullying found upward bullying may in fact be a logical adaptation to stressful or ineffective work environments.

Understanding, identifying and addressing upward bullying is therefore essential for human resources professionals and leaders.

What is upward bullying?

Fair Work states bullying happens at work when a person or group of people repeatedly behave unreasonably towards another worker or group of workers, and the behaviour creates a risk to health and safety. Upward bullying (also known as reverse or subordinate bullying) incorporates this definition and usually occurs when one or more employees deliberately target and undermine a manager, supervisor, or executive.

This is often achieved, according to Australian researchers , by tapping into coercive power, expressed through tactics of avoidance and resistance, intimidation, and humiliation, and structural power, derived from connections to powerful others or through manipulating access to information and expertise.

Most people who are perpetrating bullying behaviour toward their manager would not consider it bullying. They may see it as a correction, a reaction, or a response to the situation and consider themselves a victim. It is essential to note that context is relevant in relation to upward bullying. This is why identification can be challenging, particularly when considering why upward bullying might occur.

Why does upward bullying occur?

There are some key reasons why upward bullying occurs. In a recent study, two threats to legitimate power were identified in the accounts of all managers interviewed: a lack of respect from subordinate staff, which led to staff using bullying behaviours against the manager, and a lack of support from senior managers during the bullying episode. If senior management or HR fail to recognise managers as potential victims, or do not provide clear support channels, it sends a message that such behaviour will be tolerated.

However, the causes of this lack of respect can be broad. Upward bullying can increase or continue due to a range of factors, including:

1. Organisational change

Periods of restructuring, new leadership appointments, or shifts in company culture can create uncertainty and resistance, making managers an easy target for blame. This can be challenging for leaders, who themselves may be struggling with the change themselves.

It is common for employees to struggle when adjusting to changes. There are few leadership changes that don’t experience resistance from specific corners of the organisation, but often this is temporary. This year for example, many Australian organisations underwent cultural change initiatives aligned with their ‘ positive duty ’ to address sexual harassment in the workplace. Where an employee doesn’t want to change, or is grappling to understand what behaviours are acceptable, resistance may occur. As it is often the role of middle managers to address this, they can become the target of bullying.

2. Personal Agendas

Bullies may act out towards their manager due to resentment, envy, or a desire for personal gain or control, especially if they believe they were more qualified for the manager's role. In this scenario, you may see the bully using their influence to turn other staff members against a manager, whether this be through weaponised incompetence or other means, with behaviours escalating as frustration grows.

A personal agenda that many managers face is the desire to work from home, despite the organisation’s wishes for employees to work more days in the office. This is also the subject of many downward bullying complaints, and we are seeing this play out in the courts now.

3. Fear of appearing incompetent

Managers often hesitate to report upward bullying for fear of being perceived by their superiors as incapable or weak in running their team. In a publication with colleagues about exploring upwards bullying to understand workplace bullying , one of Australia’s leading researchers on this topic, Dr Sara Branch of Griffith University, highlights how expectations that leaders "should be able to manage it,” can further exacerbate the effects of bullying on managers.

If left unreported, upward bullying can lead to toxic work environments and may start to impact both the perpetrator and the team, as well as the victim. For organisations, this can result in complex complaints that harm employees and the organisation's reputation.

What is the impact of upward bullying?

Middle management, who are required to have difficult conversations, provide feedback on performance and manage inappropriate behaviours, are often the victims of upward bullying. According to the Institute of Human Resources Australia (IHRA), they may be ill-equipped and unprepared to handle complaints, lacking the training to sensitively and appropriately manage a workplace conflict.

Upwards bullying can take an emotional toll on leaders, causing anxiety, poorer mental health, and reduced job satisfaction. However, the expectation that a manager is incompetent if they can’t handle a bully may also intensify shame and helplessness, making the issue less likely to be recognised or reported. Dr Branch’s research indicates that alternative forms of power, such as popularity, influence, networks or being difficult to replace, can be used tacitly or intentionally to support bullying behaviour. Often, the systems meant to protect employees can be misused against managers.

In these instances, it can be career-destroying. Whether a young manager moves away from people leadership due to a bad experience, or a reputation is damaged due to unfounded complaints. In these instances, investigations need to be managed discreetly and may require an independent representative to remove any real or perceived bias.

How to reduce the risk of upward bullying

Upward bullying can be addressed as part of broader initiatives to reduce bullying and harassment in the workplace. Key steps to reducing the risk are listed below.

1. Understand and identify incidents of upward bullying

Start by surveying leaders to understand whether upward bullying has occurred or is currently occurring in your organisation. You will need to include a definition to ensure leaders understand the behavioural characteristics involved. Gauging whether leaders understand what it is, have reported it and have been supported through it will help you understand where your organisation is at and why it is occurring.

2. Reduce structural factors

Bullies often fill a void created by a lack of effective leadership. Reviewing the structural makeup of the organisation to identify whether harsh authoritarian divisions between executives, management, and employees exist is a great starting point. This kind of leadership style is likely to result in an “us vs them” mentality at all levels.

Another common factor is a lack of communication. Deprioritising communication fuels distrust in the workplace and creates a breeding ground for bullying overall. Employee surveys can help organisations to determine whether these factors may exist.

3. Minimise psychosocial risk factors

SafeWork Australia has provided organisations with a list of psychosocial risk factors. However, the IHRA believes the following effect managers and front-line supervisors the most:

· Low job control

· Poor support from the leadership group

· Lack of role clarity

· Poor organisational change management

Organisations need to work with HR and managers to improve job control and clarity, and to consider the psychosocial risk factors involved in poor leadership and organisational change, building in relevant training, communication strategies and engagement to mitigate risks.

4. Incorporate into training, policies and procedures

Upward bullying should be included in both leadership and organisational bullying and harassment training. Awareness by all employees is a crucial step to establishing behavioural boundaries and guidelines. This then needs to be incorporated into relevant policies and procedures, with clear processes in place to investigate and manage the issue.

If you need assistance with bullying and harassment training, policies and procedures, get in touch with the our affiliate, Bayside Group's Workplace Relations team today.

Legal considerations for Christmas-New Year shutdowns

Wed, 19 Nov 2025 04:07:47 GMT

Is your organisation planning to shut down over the Christmas/New Year period? Australia experiences seasonal holidays and summer all in one, so it’s common for organisations across a range of industries to shut down for a specified period at the end of the year.

Before communicating your intentions, please be aware that each modern award sets different rules for employers to follow.

Firstly, it’s essential to define the terminology of shutdown. A shutdown refers to a planned closure where employees use annual leave or agreed leave without pay based on their company’s decision to close specific sites or offices. It is important to understand the parameters of what you can and can’t impose as an organisation.

In relation to the modern awards, a shutdown should never be confused with a stand down, which occurs only in limited circumstances, such as a stoppage of work outside the employer’s control. Examples of a stand down include extreme weather or power outages, neither of which involve the forced use of annual leave, although it may include forced leave without pay. Stand downs fall under a different section of the Fair Work Act and have a very narrow trigger.

Our Workplace Relations team answer three frequently asked questions they receive about shutdowns.

How do Modern Awards differ in relation to planned shutdowns?

Many awards provide guidelines for planned shutdowns, and they are not all the same. The Construction Award for example, allows businesses to shut down a site and direct employees to take annual leave. However, written notice is required, and the process is rigid because of the project-based nature of the work. The Manufacturing Award also allows shutdowns with at least four weeks’ written notice, however it provides specific options for employees who don’t have enough leave, such as providing annual leave in advance or unpaid leave when by written agreement. Both awards are very specific and leave little room for interpretation.

The Clerk’s Award on the other hand is more flexible, still requiring written notice, but usually relying on agreement for annual leave in advance. Similarly, the Professionals Award also permits shutdowns, but generally expects reasonable notice and consultation, reflecting the more autonomous nature of professional roles. These are just a few examples of the nuances within each award, and it is essential that organisations review the award prior to planning a shutdown.

What happens when employees don’t want to take leave during a planned shutdown?

If an employee does not have enough annual leave or would prefer to take leave at another time of year, the relevant award will determine whether unpaid leave is required, or whether the employer and employee must reach an agreement. Public holidays during a shutdown must be paid and cannot be deducted from annual leave.

Organisations cannot direct award free employees to take annual or unpaid leave during a planned shutdown, unless it is written into their employment contract. Leave must therefore be taken by mutual agreement. Where an agreement cannot be reached, many organisations offer to pay a certain number of annual leave days in advance. The only alternative is to allow the employee to work or pay them during this period even if they don’t work, which may happen if a site is closed. As many employees who fall outside of the awards are part of the decision-making process, such as practicing accountants, some senior managers and most CEOs, this is often less of an issue.

There are also practical ways to minimise conflict associated with shutdowns, which leads us to our third FAQ.

What does effective planning for shutdowns look like?

Ideally, companies will have a strategy in place for planned shutdowns. Whether it happens every year, or has been planned for the first time, processes for communication need to be implemented as far in advance as possible.

1. Communicate planned shutdowns

If your organisation has a planned shutdown, there are many ways to communicate it. This may include:

Guidelines detailed in policies and employment contracts
Setting a maximum number of days that the shutdown will occur
Highlighting shutdown periods and leave required in company emails and calendars as early as possible
Informing new hires during the recruitment and onboarding processes
Send written notifications via email regarding the shutdown period, where relevant providing an opportunity for employees to discuss concerns with their manager

If a planned shutdown is occurring for the first time, all of the above will still apply. Policies and contracts can talk about the possibility of planned shutdown, along with relevant protocols if they are announced.

2. Manage annual leave throughout the year

To avoid problems at the end of the year, employers should also manage annual leave throughout the year. This means monitoring leave balances and having discussions with employees early if their balance is falling short. Proactive leave planning prevents employees from being caught without enough leave at shutdown time and reduces the need for unpaid leave or complex individual agreements.

3. Check that directions are reasonable and align with modern awards

Often construction sites and manufacturing plants shutdown universally. However, in other industries a shutdown may not be as straight forward. In these instances, it is advised that you assess leave applications on a case-by-case basis, with shut down requirements being a factor, or at least a discussion before approval.

Under many awards, this is in fact a legal requirement - organisations must take into consideration organisational requirements and the needs of the employee. If a request to work through the shutdown is rejected, the response needs to demonstrate reasonable business grounds in line with award requirements.

For advice on planned shutdowns, contact our Workplace Relations team today.

Spotlight: Horticulture employment compliance

Mon, 20 Oct 2025 21:49:40 GMT

The recent Horticulture Compliance Report released by the Fair Work Ombudsman, is part of a comprehensive strategy to improve compliance in Australia’s horticultural sector. The Report investigated 15 “high-risk” regions, with only two receiving a low non-compliance rating.

Our Workplace Relations expert Alan Doyle looks at the key findings in the report, and the actions horticulture employers can take to improve compliance.

Key Points

Fair Work is focused on education and improving compliance in key horticultural regions, following the recent release of a Horticulture Compliance Report.
Dodgy labour hire providers had a big impact on this non-compliance, and it is essential that organisations understand their obligations when engaging providers.
The report also highlighted key compliance and governance areas growers need to improve on, including poor record keeping, pay slips and interpretation of the Horticulture Award.

There are many areas of non-compliance highlighted in the Horticulture Compliance Report (the Report). However, the Report acknowledges that their inspections targeted employers suspected of non-compliance between 2021 – 24, which means non-compliance ratings may be higher than the broader employer community within each region.

The Fair Work Ombudsman measures non-compliance from the perspective of growers and labour hire companies. “Interestingly, in the regions where non-compliance is rated very high or extreme, there were more labour hire company inspections, all of whom had higher non-conformance levels,” says Alan. “But this is not the whole story, as growers also have rates of non-conformance that are of concern to Fair Work.”

As a result, Fair Work is now focused on education and improving compliance in these regions.

Source: Horticulture Compliance Report 2025, p6

Labour Hire Provider non-compliances

Unfortunately, labour hire providers were identified as a key influencer of non-compliance. This is not all providers of course, but there are some who have had a significant impact on the sector. “As someone who works in a licensed labour hire company and understands how much the organisation invests in workplace relations expertise, this is disappointing,” says Alan, who acknowledges that while compliance often involves an investment, a lack of compliance can come at a greater cost to the health of employees, organizational reputation, and the bottom line.

Some of these non-compliances were due to a lack of knowledge, while others were more intentional. It’s essential to use agencies who hold a Labour Hire Licence (if required in your State), ideally have a clean record with Fair Work, have a physical presence, and provide relevant information about workers and pay rates.

Dodgy employment practices in the Horticulture industry not only resulted in the introduction of Labour Hire Licences in multiple states, but they are also one of many driving factors that lead to the Modern Slavery Act 2018. This demonstrates the importance of compliance. There are excellent operators in the industry, but there are also others that may not align with the values of your business, or have the expertise required to provide effective advice and support.

Common grower non-compliances

The Fair Work report acknowledges that many growers were not compliant due to a lack of knowledge and were in fact happy to correct mistakes when identified. Common non-compliances included the following.

Key contraventions, record-keeping and pay slips: Poor record-keeping and non-compliant pay slips were the main breaches, making it difficult to verify employee entitlements, employer identity, pay rates, penalty rates, and tax and superannuation details for both workers and inspectors. Contraventions of the FW Act commonly included failing to issue Fair Work Information Statements and/or Casual Employment Information Statements to employees at the commencement of their employment.

Misunderstanding and misapplication of entitlements: These included underpayment of casual rates of pay, failing to pay leave loading entitlements, incorrect classification of employees, and misapplication of overtime and time-off in-lieu arrangements.

Non-compliance with new pieceworker requirements: Some of the issues included workers not knowing their piece rate prior to starting work, and employers failing to pay workers on an individual piecework basis. Rather, many workers were paid as a group and not recording or monitoring hours worked. There needs to be a guaranteed hourly minimum rate of pay.

Grower governance for outsourcing: Growers often lacked oversight of labour hire providers, relying on contracts that required compliance but rarely enforced it. Electronic systems tracked output and hours, but failed to record employment details or pay rates, making it difficult to verify minimum wage and entitlements. These gaps contributed to widespread non-compliance and challenges in ensuring fair treatment of workers.

What the report doesn’t say is that it’s difficult for employers to get it right every time. Larger companies with in-house expertise may still find gaps in pockets of their business, while SMEs often lack the internal expertise to navigate complex and changing legislation.

“We’ve seen how gaps occur in both of these scenarios, and we provide ongoing support to organisations to close them,” says Alan. With a collaborative approach, responsible employees feel more comfortable and leaders have peace of mind, knowing that they have put sufficient governance mechanisms in place to protect the business.

To learn more about how our Workplace Relations team can support your business, call Alan Doyle on 0488 600 528 for a confidential discussion, or enquire about our services here .

Fair Work is identifying incorrect pay through job ads

Tue, 14 Oct 2025 00:43:32 GMT

Following the Closing Loopholes legislation amendments in 2023 and 2024, the Fair Work Ombudsman has been working hard to educate employers and close these loopholes in practice.

To further reduce underpayments, the Fair Work Ombudsman has released this month a warning to employers about ‘dodgy ads’. It is therefore important to get it right before you post a job advertisement!

Key Points

Employers paid $110 thousand in fines for ‘dodgy ads’ and $473 million for underpayment last financial year.
Identifying the correct award and classification is essential before advertising.
Understanding award nuances, whether that be leave entitlements, overtime, allowances, and what triggers them, is essential to avoid common underpayment mistakes.

The Fair Work Ombudsman has released figures showing that unlawful pay rates in advertised jobs over the last 12 months have doubled, up from 156 in 23-24 to 318 in 24-25. Employers, as a result, have paid over $110,000 in fines across the financial year.

“This is most likely the tip of the iceberg,” says Acclaimed Workforce and Bayside Group General Manager, Joe Galea. “As specialist recruiters, we’re looking at job boards every day and regularly see jobs advertised with salaries that don’t appear to be aligned with the Award.”

Australia’s employment legislation is complex, and the sweeping changes in recent years have created challenges for employers. With 122 Modern Awards in the Australian Fair Work system, employers are particularly vulnerable when it comes to award interpretation and application.

This latest report on job advertising, released by the Fair Work Ombudsman, simply demonstrates that companies can and do get it wrong. We discuss why it’s important to get employee pay rates correct, common underpayment mistakes and other considerations for employers.

Why ensure your Award Interpretation is correct?

“Our Recruitment Consultants, who engage staff every day, will still check regularly with our workplace relations team, as some jobs are more open to interpretation,” Joe says. “It’s better to have checks and balances in place, so you get it right the first time.”

Before posting a job, it is essential that you have confirmed:

What award applies to this role?
What classification is the role in the award?
What is the correct rate of pay?

Common underpayment mistakes and considerations

Award coverage and classification cover the minimum entitlements of employees, which means a simple misstep in this process can result in exposure. “Even companies who have the correct process in place can be tripped up, without expert advice and regular audits,” says Joe.

Case Scenario

This is an example of how easy it is to make mistakes. A small legal firm wants to engage an Office Administrator to assist with basic administrative duties and answering incoming calls. The hiring manager conducts a search for an Administration Award, and the Clerks Award comes up, which is then applied. The job advertisement is then posted, with the duties pitched at entry level, so the Level 1 rate of the Clerks Award of $25.74 is listed.

In this scenario, the legal firm is in breach of the correct award minimum wage, for two reasons:

The correct Award is the Legal Services Award.
The duties described answering incoming calls, which classifies the role as Level 2.

The actual pay rate should have been listed as $28.12. This simple mistake can result in a fine for advertising a job at an illegal pay rate, as well as an underpayment claim for any payments made (there is a difference of approximately $4,700 per year).

“Not only does our recruitment team use Workplace Relations experts to check specific roles, the understanding of other entitlements within the award is a guideline for compliance, and for budgeting,” says Joe.

When applying awards, you need to answer the following questions:

What allowances apply and what are the triggers?

There are a range of allowances available across Australia’s Modern Awards, including meal, travel, tools and equipment, uniforms and clothing, qualifications, first-aid and on-call allowances, and there are pitfalls in many of these. It is therefore essential to recognise when and how they apply. If considering the travel allowance for example, a common mistake employers make is to pay the ATO travel rate of $0.88 per kilometre. This is often below the award requirement (many awards pay $ 0.98 per kilometre).

Is the employee a casual and are you paying casual loading?

Casuals generally have different terms and conditions for leave entitlements, standard hours, overtime and allowances. Shift work may also trigger additional entitlements. Casual loading requirements are generally detailed in the Award. Furthermore, payslips must break down payments, with casual loading listed as a separate payment.

Are the start/finish times in line with the Award?

The Award will include start and finish times, with the hours in between generally deemed as ordinary hours. Some awards will have provisions to allow these hours to be changed if an agreement is reached. For example, when an employee requests to start and finish half an hour earlier, or to work less days across the week with the same hours. However, not all awards allow for this, which means changes to hours may trigger overtime.

When does overtime kick in? Overtime provisions will differ depending on the Award and employment status i.e. full-time, part-time and casual. In the Manufacturing Award as an example, overtime can be owed for any hours worked above the agreed upon daily and/or weekly hours. For part-time employees, this will depend on the hours detailed in the employment contract. Full-time workers will trigger overtime when they work more than eight hours per day, unless otherwise agreed in accordance with award provisions. In calculating overtime in this award each day will stand alone.

There is a lot to unpack, so it is best to get assistance from experts to help you minimise the risk of non-compliance.

Acclaimed Workforce, through our affiliate Bayside Group's Workplace Relations team, can conduct audits to identify any potential mistakes. Alternatively, they offer workplace advisory services, which means you have access to workplace relations professionals when you need them.

Redundancy considerations, legal obligations and best practice

Thu, 02 Oct 2025 05:24:54 GMT

Redundancy in the workplace is never easy, which is why it is essential to handle it with empathy, clarity and compliance. In Australia, redundancy processes are governed by strict legal frameworks, which can be complex.

We discuss key redundancy considerations, with the aim of supporting the employee’s transition and mitigating employment risk.

Key Points

Redundancy may not be the only, or the best option, there are many factors to consider.
Legal obligations for redundancy include ensuring the redundancy is genuine, consultation takes place, notice periods are applied, and payments are correct.
Our workplace relations team provide seven key steps for a best practice redundancy process

By understanding the legal nuances of redundancy and establishing a clear process, organisations are better placed to assist the employee/s involved, while reducing the risk of an unfair dismissal claim.

First and foremost, the reason for redundancy should always be about the role, not the individual. Unfortunately, this is not always the case as organisations use it to solve perceived problems that performance improvement plans (PIPs) may be better suited to. PIPs are intended to provide clear, measurable goals with a defined timeline, detailing the support the employer will provide for an employee to ideally improve their work performance.

A genuine redundancy on the other hand, will be the result of a specific business reason, such as a business downturn, restructure, new technology like AI, business relocation, merger or acquisition, redistribution of tasks for efficiency, or business closure.

1. What to consider when making decisions about redundancy?

Here are some things to consider before you make any decisions about role redundancies. Please note that there are some scenarios, such as business closure, where not all may will apply.

Have you considered the potential cost of a redundancy payment?
Do you have a redundancy plan in place?
Which role/s and why?
Does the cost benefit make sense for the health of the business? (i.e. is this really necessary?)
Have you considered the impact on the remainder of the team?
Has a skills matrix been completed for all relevant people?
Are there any other roles that employees can be offered?
Is it just one person from the team or more?
Are you able to call for volunteers?
Does the employee/s need to work the notice period?
Will more than 15 people be made redundant?

2. What are the key legal obligations for redundancy?

Before initiating any redundancy, employers should familiarise themselves with the Fair Work Act and the relevant modern awards/enterprise agreements. The main legal requirements are detailed below.

Genuine redundancy: The role must genuinely no longer be required.
Consultation: Employers must consult with affected staff, especially if covered by an award or agreement, as a redundancy will trigger the major change clause, which requires a formal meeting to consultant with workers. Please note that this may also include on-hired employees, depending on their employment arrangements. In this scenario, you will need to consult with the provider of on-hired employees, who is responsible for managing the redundancy process.
Formal notification: If more than 15 people are made redundant, employers have an obligation to provide written notice to Services Australia (formerly Centrelink). Services Australia also provides guidance to employees being made redundant.
Notice periods: Employees must be given adequate notice of termination or pay in lieu of notice. An employer must provide an employee with written notice of the day of termination when ending their employment, although some exceptions apply.
Redundancy payment: Eligible employees are entitled to severance pay based on their length of service, with 12 weeks for people who have been employed for more than 10 years. Small businesses are generally exempted from the requirement to make redundancy payments. However, in some awards there may still be a requirement to make a redundancy payment. These payments are a minimum – employers have the option to provide additional support to assist employees during their transition.

Please note that some organisations will have longer notice periods or higher redundancy payments in their employment contracts, depending on length of service. Failing to follow Fair Work or contractual obligations can result in underpayment or unfair dismissal claims and damage an organisation’s reputation.

3. What key steps should your redundancy process include?

Redundancy should never be rushed, and every step ideally will be managed from a place of empathy and support. A redundancy process that maps out all elements of messaging, consultation, support and payments prior to communicating with affected employees is best practice.

Develop a business case: A business case should be created with identified roles, rather than individuals. The rationale for redundancy, such as financial pressure, restructure or technological change, needs to be developed to ensure clear and consistent communication across the business.
Hold a consultation meeting: This should be a private meeting to explain the situation clearly. Avoid jargon and deliver the news with empathy. Consultation isn’t just a legal box to tick, it’s an opportunity to seek alternatives, such as redeployment, job sharing, reduced hours, or training for new roles. Encourage employees to share their views and suggestions, as they may change the business case. If redeployment is possible, offer support to help staff transition to new positions within the organisation.
Provide written documentation: This includes notice period, redundancy pay, and support options so the employee can be informed and seek advice. It is best to have this at hand if alternative options cannot be found. Be prepared to answer questions and allow time for employees to process the information.
Hold an outcome meeting: Inform the employee of the reason why your organisation can or cannot accept any alternatives discussed in the consultation meeting, ensuring the outcome is clear. Support services may also need to be discussed further in this meeting, along with the employee’s preferences for saying goodbye.
Provide support services: Redundancy can be emotionally and financially stressful. Offer access to Employee Assistance Programs (EAP), counselling, and outplacement services that may include retraining options to help employees secure new work. Many people may not have had to liaise with Centrelink before, so it is also useful to provide information about how this works.
Handle final payments correctly: Ensure all final pay entitlements are calculated correctly, including accrued annual leave, long service leave, notice pay, and redundancy pay. Clearly communicate when and how these payments will be made. Mistakes in final pay can cause unnecessary distress and legal problems.
Communicate with and support remaining employees: Redundancy affects the morale of all staff. Communicate openly with remaining employees about the changes and future direction. Acknowledge the impact, answer questions, and reinforce organisational values. Engage employees in reorganising team workflows and consider planning other activities that will help to boost morale and teamwork.

If you need assistance in designing and managing redundancies, contact our affiliate Bayside Group's workplace relations experts today.

Is your safety risk management process understood?

Thu, 02 Oct 2025 00:04:31 GMT

It’s October, which means it is National Safe Work Month in Australia. This year’s theme safety: every job, every day , is aimed at encouraging everyone, regardless of occupation, industry, location and size, to prioritise safety at work.

Key Points

National Safe Work Month communications are focusing on risk management processes this year
You can take advantage of the events and training available during October 2025 – some free options are listed below
Many organisations with strong safety cultures are focusing on psychological safety, supported by workplace behaviour training

Safe Work Australia states that practicing safety every day can reduce the rate of fatalities, serious injuries and illnesses in our workplaces and ensure everyone gets home safely from work. Safety requires a collective effort from employers and employees, which is why Work Safe are focusing on the risk management process – identify hazards, assess risks, control risks, and review controls – providing practical resources, every day during October and beyond.

We look at the safety risk management process and highlight key learning opportunities available across the month.

Why use a risk management process to assess safety?

Workplace incidents and injuries can have a significant impact on all aspects of a person’s life, so most people understand why it’s important. Risk management involves thinking about what could happen if someone is exposed to a hazard and how likely it is to happen. An effective process helps to keep safety standards at the forefront, as it works to identify, assess, control, and review hazards. The aim is to remove risks or reduce them as much as practicable.

For employers, implementing a risk management process is not just about compliance with legal obligations under the Work Health and Safety (WHS) Act, but also about protecting their most valuable asset, their workforce. Effective risk management can prevent workplace injuries and illnesses, reduce absenteeism, and enhance productivity. It also helps in avoiding legal liabilities and financial losses associated with workplace accidents and incidents.

Strong safety cultures are often linked to specific occupational settings, including warehouses, manufacturing facilities, construction sites, and skilled trades. However, safety should be applied to all workplaces. Slips, trips and falls, for example, can occur in any environment, as can psychosocial hazards. Risk management also helps employees to identify areas for improvement to comply with their positive duty under Australia’s Sex Discrimination Act 1984 (Cth).

For individuals, understanding and participating in the risk management process facilitates a more collective and effective approach to workplace safety. This also applies to on-hired workers, independent contractors and sole traders. Those on the ground have invaluable insights into potential hazards, which means they are often best placed to identify and help control risks. Education relating to risks and risk management, as well as building a culture of accountability and reporting potential incidents is crucial.

What are some key safety learning opportunities?

During National Safe Work Month, a range of cost-effective development opportunities are available for employers and employees in each state. Safe Work Australia are also holding three free seminars designed for employers and Health and Safety Reps in October:

Mentally healthy workplaces in a dynamically changing landscape, 9 October 2025 at 2pm AEDT
HSR Forum: Moving beyond problem framing to achieve safety outcomes, 14 October 2025 at 1.30pm AEDT
Supporting psychological safety through consultation, 23 October 2025 at 1.30pm AEDT

Many organisations are focusing on workplace behaviours that promote mental health and psychological safety. Workplace behaviour training is no longer optional - it is a legal obligation. Obligations under the Respect@Work Act require employers to prevent bullying, harassment, and discrimination through education. By embedding respect and accountability into your workplace, organisations are aiming to protect their people, organisation, and reputation.

Our Workplace Relations team, which operates under our affiliate Bayside Group, offers training on Workplace Behaviour, Sexual Harassment and Bullying & Harassment to help employees gain a better understanding of what is appropriate and inappropriate behaviour.

Whatever you decide to do, there are many resources and tools available, so we encourage you to use them this month to educate your team, whether that be by scheduling toolbox talks, highlighting specific areas of workplace safety or reinforcing reporting.

Vintage 2026: challenges and staffing tips

Wed, 01 Oct 2025 23:32:52 GMT

The Australian wine industry supports 203,392 direct and indirect jobs, according to the Economic Contribution of the Australian Wine Sector 2025 report released by Wine Australia this month. Grape growing, winemaking and wine-related tourism also contribute $51.3 billion to our economy.

With vintage recruitment starting to ramp up, we preview the 2026 vintage season and discuss ways employers can build a workforce that achieves the best outcomes.

Key Points

The last few seasons have provided unique challenges to the Australian wine industry, and vintage 2026 is unfortunately no different.
Key challenges will include rising costs, tariffs, weather conditions and staffing.
The Acclaimed Workforce team have provided four key tips for staffing vintage, based on common mistakes they see each year.

What lies ahead for Australia’s 2026 vintage?

Predictions for this year’s vintage are a mixed bag, with some companies projecting higher sales and others taking a conservative approach to their forecasts. While it is too early to predict overall results, we know that Australian wines continue to be regarded highly internationally; at the 2025 Decanter World Wine Awards , Australia was the fourth best performer after France, Italy and Spain, of 57 countries in total.

However, this season will provide challenges for the Australian wine industry. Here are some key challenges wine producers are navigating.

Managing costs. While some of the major wine producing countries saw an increase in production last year, all were below their five-year average. It is expected that demand for white wine will be higher given low production in the last two years, while a glut in red wine will continue to have an impact on demand. Yet, the price of producing wine is higher due to the rising costs of goods, staff, and compliance.

Tariffs. This year, global wine producers will also be facing tariffs from the US. In 2024, Australia exported 106 million litres of wine, valued at $325 million, to the US, making it the second-largest market by volume and the third-largest market by value. The Australian wine industry has seen first-hand the impact of tariffs in recent years. When China imposed tariffs on Australian wine, it had a significant impact on demand, enabling countries like France and Chile to increase their foothold and create increased competition after the tariffs were removed. However, there is a unique difference with US tariffs; they apply to all international wine exporters, with some countries facing higher tariffs than Australia.

Weather conditions. Another challenge may also be the weather. The Australian Bureau of Meteorology has announced the potential for an unexpected La Niña weather episode, which can impact wine producers in the east of the country again. This will be the fifth time in six years that higher rainfall has occurred in the east, while much of South Australia has been experiencing drought conditions.

Staffing seasonal work. The wine industry supports a large portion of regional jobs, which has a positive benefit to many regional communities. However, regional locations also have challenges such as scarce housing and seasonal demand for staff fluctuates. This has been further exacerbated by government legislation, including the tightening of visa conditions for international workers and the complexity of employment and safety legislation.

Key tips for staffing vintage 2026

As a wine industry recruitment specialist, Acclaimed Workforce sees wine producers having similar issues each year. So here are a few tips to avoid costly mistakes, whether that be through productivity or employment non-compliance.

Recruit early and recruit backups. If you haven’t started recruiting for vintage yet, don’t wait any longer. It is important to start early to secure experienced staff. Early recruitment also gives you time to plan inductions and training. Being realistic about staffing needs during the busy summer period by recruiting backup workers will assist you in covering absences, because they are more common than you will likely anticipate. If this isn’t viable for your business, it may be more effective to outsource.

Induct and mentor staff. Whether you have workers who are new to the workforce, new to vintage, or new to your site, they must receive a comprehensive induction, which includes relevant training (e.g. working in confined spaces). However, induction is just the beginning. It is common to assume that people know things they may not, which can lead to costly mistakes. Pairing experienced workers with those who have less experience and promoting the practice of asking questions can support safe learning in the workplace.

Focus on safety in every action. The experience and knowledge within your vintage team can be varied as previously mentioned, so consider emphasising safety during the recruitment process , building and reinforcing safety responsibilities and reporting. Where employees are encouraged and recognised for reporting potential, as well as actual, incidents, injuries and hazards, organisations will generally have fewer injuries. Regular toolbox talks are also necessary, because vintage often produces common injuries such as slips and cuts.

Understand employment compliance requirements. With significant changes in employment legislation in recent years, it’s essential to be aware of key areas of compliance for vintage. This includes employment contracts, policies and procedures, awards and their many nuances relating to shift workers, meeting the new definition of casual employees, and work rights/ visa requirements. If you need advice or support as you plan for vintage, contact our affiliate partner, Bayside Group Workplace Relations, for assistance.

If you would like assistance in staffing vintage, talk to the Acclaimed Workforce team today.

Three compliance considerations when engaging staff

Tue, 26 Aug 2025 06:09:36 GMT

Hiring new employees can be complex in Australia, whether you’re a small, medium or large organisation. Even for companies that have spent a lot of time getting it right, there have been so many changes that it’s important to continue to review your documentation and processes. But where do you start?

Alan Doyle, Workplace Relations Specialist, discusses three common areas where mistakes are made and provides tips for employers.

Key Points

Given recent legislative changes, it is important to review specific elements of your employment contracts to ensure compliance
Complying with industrial instruments starts with determining correctly the relevant modern award, which impacts many aspects of engagement
There are obligations under the new definition of casual employment, which impacts on small business from 26 August 2025

Employers have an obligation to comply with commercial, employment and safety legislation when engaging employees. For small business, this can feel overwhelming and confusing at times, while larger organisations may make assumptions that the correct processes, checks and balances are in place, when in reality not all areas of their business comply.

“In my experience, companies of all sizes make unintentional mistakes,” says Alan. “Engaging employees correctly assists in avoiding compliance-related legal actions resulting in a range of claims, including underpayment or unfair dismissal. More importantly, compliance can protect organisations from more wide-ranging impacts, such as low morale, reduced productivity and reputational damage.”

Common mistakes typically involve misunderstanding employment contracts, failing to comply with industrial instruments, and mismanaging casual employment conversion.

1. Understanding Employment Contracts

The contract of employment sets the tone for an employee’s ongoing engagement. It should define key requirements from the National Employment Standards (NES), Fair Work Act and the Industrial Instrument, more commonly known as the “Award” that applies to the work being performed. Correctly determining the Award is essential (see below) as it underpins the contract terms and conditions.

Minimum entitlements available to workers should be included, plus additional entitlements the company provides. These minimum entitlements include:

Annual and personal leave
Long-service leave (conditions are State-based in Australia)
Compassionate leave
Family and domestic violence leave
Notice of termination by the employer (NB: employees are governed by the Award)
Redundancy – this may be industry-based, depending on the applicable Award
Fair Work Information Statement – while this is not part of the contract, it should be sent with the contract. Please note, you will need to provide the statement relevant to the engagement type (i.e. full-time, part-time, casual).

Contracts should also reference the Award, classification, pay rate and engagement type, as well as company property (e.g. cars, phones, laptops). It is also important to reference policies employees are contractually bound to follow such as an Employee Handbook, Code of Conduct, Safety Policy etc.

Given recent legislative changes, when reviewing contracts, check:

For updated Superannuation clauses
The Award classification is still relevant
You have a written agreement on hours of work with part-time employees
You don’t have firm and advanced commitment for casual work, such as set hours in the contract
You have specified appropriate contact outside of hours for specific employees, generally highly paid employees or leaders, or industry specific scenarios for employees on-call

With the Fair Work Legislation Amendment (Closing Loopholes No. 2) Act 2024 still recent, it’s essential to ensure you have covered all necessary requirements in your contract documentation.

2. Compliance with the industrial instruments

A modern award is a document that sets out the minimum terms and conditions of employment on top of the National Employment Standards (NES). While the NES grant all employees basic rights, the Award details pay rates, conditions and additional entitlements, such as a minimum shift length, meal allowances, travel allowances or when overtime applies.

Understanding which industrial instruments apply and your obligations in relation to these instruments is critical to the correct engagement of employees. This applies to all staff, from casuals through to permanent full-time employees.

“When selecting the Award, there is a hierarchy of applicable Awards, starting with industry, then occupation, followed by the miscellaneous Award. If there is no applicable coverage, the employee is most likely award free,” says Alan. Those who are award-free are generally highly paid, or fall under specialised employment, such as Accountants and Leaders.

3. Casual Employment and Conversion

Casual employment plays a significant role in many industries and organisations, and for many, this is often their first experience in the workforce. The new definition of casuals under the Fair Work Legislation Amendment ( Closing Loopholes No. 2 ) Act 2024 has increased obligations for employers.

The definition includes a general rule that an employee is a casual only if: there is no firm advance commitment to continuing and indefinite work, and they are entitled to a casual loading or a specific rate of pay for casuals under a Fair Work instrument or their employment contract An exception to this general rule applies to some academic and teaching staff at higher education institutions engaged on fixed term contracts.

It is essential to note that from 26 August 2025, all casuals working for a small business will fall into this new definition . A small business is defined as one with fewer than 15 employees across all related entities. There is also the removal of red tape, as some requirements for a conversion are moved onto the employee.

Employers will no longer need to tie up resources in sending casual employees an offer to convert. The new system and definition allow the employee to request conversion. Please note that employers have a 21-day response requirement, so it is essential to log and effectively manage requests. Small businesses will need to send the Casual Employment Information Statement after 12 months only, unless they grow beyond the definition of a small business.

However, companies with 15 or more employees are required to file the Casual Employment Information Statement at six months, 12 months and then every 12 months thereafter. Please note, for employees on Fixed Term contracts, you will need to provide the Fixed Term Contract Information Statement at the commencement of the contract.

One positive change is that employees who start as a casual, will stay casual until their employment status changes. It is essential that business not only understand casual employment and conversion, but that they have robust systems in place to monitor and manage it.

Whether you need advice at the end of the phone, your current systems reviewed or help managing a claim, Acclaimed Workforce can assist you.

Common pitfalls of personal leave management

Wed, 23 Jul 2025 04:08:53 GMT

Winter generally results in higher rates of sick leave, so our Employment & Workplace Relations Adviser, Alan Doyle, highlights the common pitfalls and misconceptions relating to managing personal/carer’s leave in Australia.

Given this is the first winter since the Right to Disconnect was introduced, there is more to consider. We look at how employers can effectively manage sick leave to improve business performance, wellbeing and morale.

Key Points

Tips are provided to avoid misinterpretations of policies, but consistency in reinforcement is also advised.
Understanding how the right to disconnect intersects with personal leave is essential for supervisors and managers.
Careful handling of suspected employee misconduct relating to personal leave is essential.
Managing employees with long-term illness (non-Workcover) can be very complex and may require additional support.

Absenteeism rates are highest during winter, exceeding 8% according to AiG . In fact, data analysis shows that August takes the prize for the month with the most leave for illness and injury. This trend is primarily attributed to an increase in seasonal illnesses, such as colds and flu, which are more prevalent during colder months and often require longer recovery time.

Under Fair Work , full-time employees are entitled to 10 sick days per year for a personal illness or injury in Australia, with unused sick and carer’s leave carried over to the next year. Leave is pro-rata for part-time employees. Paid carer's leave enables employees to care for or support a member of their immediate family or household who are sick, injured, or have an unexpected emergency.

It seems straightforward right? Unfortunately, illness and leave can become a subject of contention, and when mismanaged can result in Fair Work complaints, particularly if an employee believes their employer's actions related to personal leave violate the National Employment Standards (NES) or other relevant workplace laws. Disputes may arise from issues such as unfair dismissal due to illness, unreasonable requests for medical certificates, or the accumulation or accrual of sick leave. Mismanagement of personal leave can lead to employee dissatisfaction that impacts on productivity and morale.

We look at the common pitfalls and recommendations for how they might be managed better.

1. Misinterpretation and reinforcement of the leave policy

A leave policy should clearly outline requirements and expectations on all parties. This may seem obvious, but there are a few common mistakes made when developing leave policies:

Vague guidelines with wording like ‘at the discretion of the manager’
Placing information about medical certificate requirements in a different section of the policy to personal leave entitlements
Not detailing requirements for claiming sick leave when on annual leave
Not accepting online medical certificates from legitimate medical providers

While these may not seem like mistakes, they may create ambiguity which can lead to issues. This is further complicated when managers all ‘use their discretion’ and don’t reinforce expectations regarding medical certificates. When the policy isn’t enforced consistently, it can result in claims of adverse action and discrimination.

Many Australians, including some in leadership roles, don’t realise employees can technically take sick leave while on annual leave if they provide a certificate. Being clear in the policy about what is required to claim sick leave in this scenario can assist leaders to manage the process. For example, requiring a medical certificate for all sick days and notifying the supervisor of the illness while on annual leave, may be a requirement.

Many older policies still have a requirement that online medical certificate won’t be accepted. However, the health system in Australia has changed significantly this decade with online appointments increasing substantially, which means this may be considered unreasonable by Fair Work. An online certificate is still considered reasonable evidence if provided by a registered health practitioner. Policies can dictate that these are acceptable for a single day, but for two or more days you need to physically visit the doctor. Please note that even this can be challenged, as there is no clear case law. According to the Act, an employee is required when requested to provided evidence that would satisfies a reasonable person. As such, your policy should clearly outline specific requirements.

2. Respecting the right to disconnect

The very nature of personal leave means it is often taken without time for a handover. However, the right to disconnect is still relevant when an employee is on sick leave.

Employers should not expect an employee on sick leave to be constantly monitoring work-related communications. In a recent case , a tribunal member criticised an employer for excessive contact with an employee on sick leave, highlighting the importance of the right to disconnect. The case involved an employer making multiple calls and emails to an employee on sick leave, which was deemed unreasonable and contributed to the employee's inability to work.

An employer contacting an employee on sick leave to check on their condition might be reasonable, but excessive or harassing contact is not. If you do need the answer to a question or require a password for example, it is recommended the language you use ensures this is a request only, providing an out if they are not well to perform your request, and that your tone is apologetic. The nature of the contact and the employee's role are important factors in determining whether a refusal to respond is reasonable.

Establishing systems for file sharing, regular updates and access to systems where relevant, will help leaders to respect an employee’s right to disconnect on personal leave. It is worth noting that an employer does have the right to request a medical certificate while an employee is on personal leave.

3. Handling suspected employee misconduct

If an employer suspects an employee is claiming personal leave provisions under false pretences, this can be complex to manage. When choosing how to respond, it is worth considering the employee’s overall performance and general reliability.

Your options are as follows:

Gather evidence. Do you have sufficient evidence to prove misconduct?
Verify the medical certificate’s authenticity . Contact the issuing clinic and ask for confirmation that the certificate was issued to the employee on the specified date and that the doctor's details are accurate.
Ask for a statutory declaration. This is a legally binding document that can be used in lieu of a medical certificate. If you are not satisfied with the medical certificate or have other concerns, you can request a statutory declaration from the employee.
Request an independent medical examination (IME). In cases of ongoing issues or when concerns persist, you may consider requesting an IME to assess the employee's fitness for work. This can provide clarity on the employee's ability to perform their duties, any necessary adjustments, and a potential return-to-work plan.

An IME can potentially break down trust with the employee in the working relationship, so it’s important to understand what you wish to achieve with this action, or it may start a different conversation about the suitability of the role and how it could be adjusted.

If you have evidence that an employee has misused personal leave, disciplinary action may be taken, which can include termination of employment in serious cases. However, you will need to make sure you have a fair and reasonable basis for any action and ensure proper procedures are followed, ensuring you have a documented process to minimise risk.

4. Managing employees with long-term illness (non-Workcover)

Managing leave relating to long-term illness is a more complex situation that needs to be treated on a case-by-case basis. It can be difficult to balance an employee’s welfare (and potentially their financial requirements), with their treatment plan and the needs of the business. Often employers are empathetic at the beginning but get frustrated over time, which can lead to negative outcomes.

In Australia, an employer generally needs to hold an employee's role open for a temporary absence due to illness or injury for a period of three months, either consecutively or cumulatively within a 12-month period. After this period, if the employee is still unable to return to work, the employer may consider termination, but only after exploring reasonable adjustments and following a fair process. Please note this will not include an employee on a Workcover claim, as the protections offered by that legislation may differ from the Fair Work Act.

Below are a few tips for managing long-term illness:

Lead with compassion . It will be a difficult for the employee, and making this a core philosophy of every interaction and decision will build trust.
Open communication and support. Initiate conversations, listen and acknowledge the challenges they face without making judgements or assumptions, focus on solutions, and maintain confidentiality.
Flexible work arrangements and team collaboration. Explore options, adjust workload and document information so other employees can pick up work if the employee is too unwell to complete it. If possible, multi-skill the team so workloads can be redistributed when required.
Request options from treating practitioners. This may provide further guidance as to the most suitable responsibilities based on the illness. Again, requesting options from treating practitioners may be separate from a Workcover claim, which is guided by different legislation depending on the state.
Set clear expectations and boundaries. If expectations and boundaries are set and agreed upon, then this also provides a trigger for reassessment if the situation stops working for one or both parties.

These situations can be difficult for everyone involved, and managers should have access to training and professional advice.

As detailed, there are some common pitfalls with personal leave, that can become more complex in specific scenarios. Our Workplace Relations team is available to provide advice to employers. Contact Alan Doyle for a confidential enquiry today on 03 9864 6000.

4 ways to minimise safety risks early

Thu, 17 Jul 2025 05:13:52 GMT

Most organisations focus on addressing safety in daily operations. Yet an earlier focus on safety during the recruitment process can enhance protection, according to Acclaimed Workforce & Bayside Group HSE Manager, Cameron Cranstoun.

In Work Safe Australia’s most recent comprehensive report, over 91,000 injuries were lodged in a year, with the construction, warehousing, transport, and manufacturing sectors consistently reporting some of the highest rates of workplace injuries, so early effort is important.

Key Points

Understand the candidate’s safety knowledge during the interview to assist hiring decisions and onboarding
Create processes to verify credentials and work experience pre-employment and ongoing
Undertake functional capability assessments or medicals for specific roles to reduce unnecessary injuries
Consider drug and alcohol testing for physical roles, implementing necessary policies and procedures

A safety focus that starts during the recruitment process can improve organisational safety, lower costs, and support compliance with legal requirements. For 20 years, Cameron has driven key initiatives to reduce incidents for Acclaimed Workforce and worked closely with clients to reduce workplace injuries. He has witnessed the positive impact of incremental changes to safety, entering the workforce in the late 1980s in construction, then managing Acclaimed Workforce’s (formerly Baytech) Victorian recruitment operations for 10 years, prior to becoming a HSE Manager.

“Every action, proactive and reactive, taken towards making a workplace safer helps to protect employees,” Cameron says. “We know this starts with the recruitment process because we have seen how key changes to our recruitment processes have reduced injuries over time.”

Given two thirds of all services claims fall within the categories of potentially preventable joint/muscular, wounds or musculoskeletal injuries, starting early can help. We look at four ways you can reduce safety risks during recruitment.

1. Focus on safety during the interview

For specific roles, safety knowledge is a critical attribute that should be assessed. Asking questions related to safety will assist you in understanding a candidate’s safety experience and equally importantly, attitudes towards safety. Depending on the role, this may be an essential component to a hiring decision.

“Responses to safety questions can be useful in customising onboarding programs and supervision levels for new starters,” explains Cameron. “The statistics demonstrate that inexperienced people, often young workers, are at higher risk.” While online safety inductions are useful and educational, they are only one step in the learning process, which requires constant reinforcement. The right questions during an interview may help to stop organisations assuming safety knowledge.

Below are five simple general questions:

Tell me about the safety training you’ve undertaken? What do you think are the biggest risks in this job?
Can you describe a time when you identified a hazard in the workplace? How did you address it?
If you saw a safety incident or a near-miss, what would you do afterwards? How would you make sure it didn’t happen again?
What would you do if an employer repeatedly violated safety regulations?
Tell me about a time you had a difference of opinion with a colleague or Supervisor. How did you handle it?

2. Verify credentials and experience

Verifying credentials along with experience is a foundational step in risk management. In Australia, Work Health and Safety legislation requires employers to ensure that workers are competent and suitably qualified for the tasks they perform.

Unfortunately, a small percentage of applicants make false claims on their application, whether that be in relation to work rights, qualifications, high-risk work licences, or even referees. For roles involving forklift driving, machinery or hazardous substances for example, ensuring candidates have up-to-date certifications and licences is essential. This also means keeping tabs on expiry dates of specific certifications or visas, so it’s important to have monitoring processes in place. Thorough verification prevents unqualified personnel from entering roles where they might endanger themselves or others.

Referees play a crucial role in verifying experience. “While we’re encountering an increasing number of fake or misleading referees, thankfully it is not many,” says Cameron. In the worst-case scenario, a listed referee may be a friend or relative imitating a real referee. However, most often it is a colleague at work who is not a direct supervisor, because the candidate is worried about what the supervisor will say. When mobile phone numbers for referees are provided, you can verify legitimacy by calling the organisation, ideally speaking to the referee on their work number. For those who have left the business, look up their LinkedIn profile.

If sufficient processes are not in place, this may lead to accidents and impact on insurance coverage and premiums.

3. Conduct functional capacity assessments or pre-employment medicals

Australian safety authorities such as WorkSafe Victoria and SafeWork NSW recommend pre-employment functional capacity assessments, especially for physically demanding roles. This involves practical tests to ensure candidates can safely perform essential tasks, such as lifting, repetitive movements, and maintaining sustained postures.

Early identification of physical limitations allows for appropriate job matching and further risk reduction. Cameron states, "Many long-term injuries are the result of pre-existing injury escalation, or because those without prior experience in physical work are assigned to physically demanding roles." While this appears obvious, most companies unfortunately learn this lesson from experience.

Functional capacity testing is a cost-effective way to pick up potential issues. However, pre-employment medicals are more comprehensive. A way to reduce risk and minimise costs is to identify specific tasks or roles as part of your Job Analysis, in which assessments or medicals are required.

4. Drug and Alcohol Testing

Substance use is a major risk factor in Australian workplaces, especially in safety-sensitive environments. Capital cities tend to have higher consumption rates of heroin and cocaine, while regional areas on average have a “substantially higher” long-term cannabis intake . With alcohol and drugs linked to up to 11% of workplace accidents , there are many reasons to consider testing.

Pre-employment testing can help to minimise risk, as those unable to curb habits for a job interview may be a higher risk on-the-job. However, random testing is also something organisations may consider, helping improve psychosocial and physical safety. It must be noted that organisations cannot just randomly test employees without ensuring compliance with policies and contractual obligations.

Drug and alcohol screening policies must be implemented in line with guidance from state and federal bodies. Testing should also comply with privacy laws and be coupled with education around substance misuse and access to support services, such as Employee Assistance Programs. Tests cannot be targeted at just one single employee, unless specific triggers are met (i.e. a forklift accident). All employees need to be informed of the policy, the organisation’s process for testing and follow up actions for positive tests, which can include disciplinary action.

Reducing safety risk for construction, warehouse, transport and manufacturing staff in Australia is a multi-faceted challenge. By starting early, it can help improve outcomes. Investing in these measures demonstrates a genuine commitment to employee wellbeing and sustainable business operations.

If you require advice or a workforce management solution, Acclaimed Workforce provides tailored and cost-effective services to help you reduce risks.

Are regional businesses still struggling to find staff?

Tue, 01 Jul 2025 04:29:32 GMT

Regional employment is often talked about collectively, when in fact each region has a different story. Hubs within an hour or two of major cities face different challenges to those in isolated areas. Furthermore, industries and job opportunities differ.

Following a recent ABS Report, the Acclaimed Workforce team examine staffing challenges in the context of the regions we service: Barossa Valley, McLaren Vale, Mildura, and Griffith.

Key points:

Regional job market statistics demonstrate that despite common issues, some areas are experiencing more job market challenges than others.
Geographical isolation, combined with a smaller candidate pool, seasonal fluctuations, the cost of housing and limited access to education and training create a unique set of challenges for regional employers.
Potential solutions include focusing on workforce planning, understanding housing shortfalls and providing housing and transport assistance where necessary, outsourcing international workers, salary mapping for specialist roles and remote and flexible work.

In recent years, regional businesses across Australia have faced significant challenges in attracting and retaining reliable workers. Acclaimed Workforce has operated in key regional hubs for almost thirty years, experiencing the ups and downs of our clients resulting from changing weather conditions, seasonal staffing demand, skill shortages and export demand.

Shortages for semi-skilled and skilled employers have been a consistent issue, and during seasonal peaks, these are intensified. This issue has a significant impact on businesses, affecting productivity and operational costs. Understanding the reasons behind this struggle and exploring potential solutions is crucial for regional business owners and policymakers alike.

The Regional Labour Market Indicator (RLMI) combines key indicators of spare labour market capacity, from both an employee and employer perspective, into a single, and easy to interpret, summary measure. Regions are grouped into distinct categories of overall labour market performance, ranging from ‘poor’ to ‘strong’, which provides an accurate and reliable view of labour market performance, relative to the national average. A strong labour market, that is characterised by a high rate of employment, where employment opportunities are extended to all who want them, is central to a strong economy and prosperous and inclusive society.

Regional job market statistics are as follows:

SA Barossa – Poor (stable)
SA South East – Below average (declined)
VIC North West – Average (stable)
NSW Riverina – Above average (improved)

While unemployment rates have decreased in regional areas over the last decade, they are still plagued with lower average incomes. Yet, with different ratings in each region, this demonstrates how the combination of challenges makes for unique problems.

What are the key challenges of sourcing regional staff?

While there are many challenges organisations face, in our experience those listed below are the biggest hurdles regional employers are forced to overcome.

Geographical isolation and attractiveness. Areas like the Riverina and Sunraysia are geographically isolated, both six hours or more away from major cities, which makes commuting impossible. In a country as vast as Australia, many regional areas are located far from major cities, creating relocation challenges. This isolation often leads to a smaller pool of potential employees, limiting the options for businesses. It is also worth noting that some regional areas may be more attractive to city-based candidates than others, whether it is geographical features for hiking and entertainment (beaches, mountains, rock formations, rivers or lakes), food regions with quality restaurants, or art regions where people can become part of a specific community.

Smaller local candidate pool. Even regional hubs closer to cities, like the Barossa Valley and McLaren Vale, face more limited candidate pools, as they are competing with companies in the city who pay higher wages. When there’s a relatively small pool of skilled or qualified workers living locally, especially in specialised roles like machinery operation or trades for example, this puts pressure on wages. However, it is also specific skill sets that are scarce, like forklift drivers with experience in handling glass. Given the nature of regional work, shortages can extend to attributes that aren’t skill based, such as work that requires more physicality. All of this makes recruiting at short-notice difficult.

Seasonal workforce fluctuations. With many regions tied to horticulture and agriculture, seasonal demand can be high, creating a reliance on temporary workers, including international workers on temporary work visas because local workers aren’t available. A significant amount of effort goes into onboarding sponsored workers, as expertise is needed to comply with visa requirements. Also, supporting a culturally diverse workforce requires effective onboarding, sensitivity, clear communication, and ongoing resources to maintain a productive and inclusive work environment. International workers often return to their home countries, either by choice or visa limitations, which disrupts continuity and increases the ongoing need for recruitment and onboarding.

Housing and infrastructure issues. The availability of affordable housing and adequate infrastructure can also create barriers. Many regional areas face housing shortages, making it difficult for workers to find suitable and/or affordable accommodation. Additionally, regional areas don’t have the same levels of infrastructure as cities, whether it be public transport, health care facilities or higher education, which can deter potential families from making the move.

How can organisations overcome the challenges of regional staffing?

There are many actions organisations can take, and it will depend on the goals and experiences of each individual employer. For SMEs, some of these challenges may not be possible to address alone without a recruitment partner. Larger organisations may also need assistance, due to the scope and volume of requirements.

Focus on workforce planning . Although important in all organisations, workforce planning is critical for regional employment. This includes scoping key job requirements, training and onboarding. Where possible, upskilling existing permanent staff on specialist skills is essential to address potential gaps, while facilitating career paths for retention. However, this should go hand in hand with identifying key barriers to attracting staff, such as housing and transport, and implementing strategies to reduce or mitigate them.

Housing and transport assistance. In many regions, reducing housing and transport obstacles is essential for attracting and retaining workers. Mapping housing options such as hostels, local rooms or ‘granny flat’ rentals, share houses and house rentals will aid that understanding. Connecting with locals and real estate organisations may therefore be a short-term strategy to assist permanent and temporary workers find suitable housing. Long-term, it is essential to work with local Councils, state MPs and the business community to support affordable housing projects and improve public transport options. Many organisations provide daily transportation to help their employees get to and from work during the season. For smaller organisations, this can be a joint venture with those companies located around them.

Being open to employing international workers. Some workplaces are hesitant due to language barriers or work restrictions (i.e. length of time/number of hours per week a visa permits), yet many backpackers and students are reliable, hardworking, and adaptable. Shifting perceptions can be key to successful placements, as is providing internal supports and outsourcing the recruitment and onboarding function to a respectable labour hire organisation, which can minimise your employment risks.

Weighing up salary costs for specialist roles. This tracks back to your skills gap analysis and the identification of specialist skills that are integral to your business. In some instances where the work must be conducted on-site, higher wages may be required to achieve organisational goals and secure the people you need. Additionally, businesses can explore options such as relocation assistance to support workers who are willing to move to regional areas.

Remote and flexible working. Not all roles require people to be on-site most of the time. Remote and flexible work can help bridge the gap between regional businesses and specialised skill sets, significantly opening the candidate pool. For those that are required to be on-site, understanding requirements of local parents and what it would take to engage them in the workforce may be useful. Whether that be childcare, job share arrangements, working within school hours or other options.

Promoting regional lifestyle benefits. If the above issues are addressed, effective recruitment campaigns that highlight the unique lifestyle benefits of regional living can help attract workers. Marketing campaigns and community engagement initiatives can play a vital role in promoting these benefits.

Whichever issues you choose to address in your attraction and engagement strategy, it’s essential to be prepared and plan in advance, particularly for high volume seasonal work. For assistance, contact Acclaimed Workforce today.

5 considerations to attract and engage top talent

Mon, 30 Jun 2025 02:29:12 GMT

With economic uncertainty prevalent over the last five years, the candidate job market has had so many swings and roundabouts, it may have left you with whiplash.

By understanding the candidate’s perspective and implementing effective attraction and engagement strategies, you can build a reputation as an employer of choice, attracting and keeping the best people for your organisation’s continued growth and success. We discuss five considerations to attract and engage top talent.

Key points:

The candidate’s experience should be a priority
Regularly reviewing recruitment processes with training support is essential
Understanding and responding to market and salary expectations is necessary
A range of tools are linked in this article to assist you

No matter how your organisation is defined, attracting and engaging top talent is most likely critical. For many organisations, discussions relating to attracting the right people will occur regularly, whether you’re patting yourself on the back for recruiting a high performer or lamenting organisational capability. So why does it feel so challenging?

The last five years have proven unpredictable. While there have been consistent pockets of skill shortages in trades, education, health and care services to name a few, availability of other disciplines and work types have fluctuated. Yet, many online forums show that the experiences of job seekers come from a different perspective – they feel constantly targeted by recruiters or face endless rejection. It is important to understand the experiences of job seekers when attempting to attract and engage talent.

As a specialist recruiter with a focus on engineering, technical, scientific, education and administration, we asked Acclaimed Workforce consultants for insights into the key actions to engage top talent, emphasising candidate feedback.

Below are five key considerations to guide your talent management journey.

1. Develop a compelling employer brand

Your employer brand shapes how potential and current employees perceive your business. For some organisations this is simple, while others struggle to articulate it. Remember, it needs to align with your brand but focus on the employee experience first and foremost. When recruiting, your employer value proposition will need to be succinct to fit within job summaries and advertisements.

Here are a few tips:

Share what makes your company unique . Focus on why employees should care, using authentic stories. This may be linked to your purpose (NGOs or environmental companies in particular do this well), how employees are able to contribute (whether this is through exposure to projects, innovation, continuous improvement or autonomy) and/or why employees like working there (what is it about their experience that will resonate with potential employees?).
Highlight growth opportunities. Potential employees want to see a future with you—promote career paths and development options, even in circumstances where this may not be a forever job. For example, Acclaimed Workforce’s General Manager started with the company in their first recruitment role, but we have also developed a generation of recruiters who have had fantastic careers in HR, HSE, Account and Project Management and Senior Leadership.
Be consistent. Keep your messaging uniform across all channels—website, social media, and job postings. More importantly, check in with employees to ensure that this is in fact their experience, and look for ways to continuously improve.

A valuable resource to kickstart your employer branding is the Employer Branding Hub by Indeed.

2. Reach passive and active candidates

The best talent may not be actively seeking a new job. And even if they are actively looking for a change, candidates who don’t know who you are or connect immediately with your employer brand may not read the job advertisement.

It is therefore crucial to widen your reach:

Utilise relevant digital platforms effectively. Posting jobs on mainstream sites (e.g., Seek, LinkedIn) is essential, but depending on your organisation, niche boards specific to your industry or geographical location can also be helpful. To be effective, you need to understand your audience and the benefits you offer that might appeal to them.
Engage your network. Whether employee referrals, meeting people at industry events or speaking to former colleagues, you will need to utilise your network to uncover the best talent.
Use a specialist recruiter. If you’re under resourced or require specialist skills, the best way to secure top talent is through a recruitment partner. Recruiters speak to candidates every day and have access to databases and search tools that many businesses do not. A recruiter also provides an independent voice to the candidate, to talk through any concerns they may have about your organisation and how it aligns with their career goals.

Seek’s Laws of Attraction can help you achieve better responses to your advertisements.

3. Prioritise the candidate experience

A positive recruitment experience leaves a lasting impression—whether a candidate gets the job or not. This also improves the acceptance rate on job offers.

Consider the following:

Communicate promptly and transparently . Keep candidates informed at every stage and explain why you are asking them to undertake the specific steps required.
Streamline your hiring process . Avoid unnecessary delays or hoops and be respectful of the candidates’ time. Establishing a clear decision-making process and avoiding delays will ensure you don’t miss out on quality candidates.
Offer constructive feedback . When possible, provide valuable feedback to unsuccessful applicants. However, those providing feedback should be trained to do so, keeping in mind the goal is to be constructive.

Acclaimed Workforce’s Employer Interview Guide provides detailed advice on interviews, along with the broader recruitment process, to help you improve the candidate experience.

4. Offer competitive compensation

While purpose and culture matters, compensation remains a key factor for most candidates. In this economic environment with many companies struggling, this advice may make employers feel helpless. However, the cost-of-living increases are real for candidates and employees.

Benchmark salaries . Firstly, it’s essential to understand how you compare with the market. You may be surprised to learn your salary structures fit within the market average or above. However, if they don’t and you are finding it hard to attract and retain staff, you may need a different approach.
Think beyond salary . Benefits such as health care, paid leave, wellness programs, flexible work and professional development can make a big difference. However, these can also prove expensive as they are often applied universally.
Consider performance-based rewards . For many companies, performance-based salary structures work more effectively to secure high performance and manage budgets. In the right circumstances, this can positively impact on employee motivation and organisational success.

Seek’s Explore Salaries function can be useful to at least set expectations, or see what candidates are looking up. Seek itself is also a good way to look at salary offerings for similar jobs you are competing against right now. Acclaimed Workforce can assist with talent mapping services to help you understand availability and salary expectations.

5. Support ongoing development and career growth

Top talent wants to learn and advance. Yet for most, how and what they learn should align with individual preferences and needs. Demonstrating your commitment to their growth can prove to be a strong return on investment.

Provide learning opportunities . Use independent development plans to provide relevant opportunities to learn. This may include on-the-job training, exposure to different teams or functions within the organisation and online learning as well as specific workshops and courses.
Map out career paths . Help employees see their future within your organisation. Understanding where they are now, where they might want to go, and what they need to do to achieve their goals is essential to their development and growth.
Encourage internal mobility . Promote from within when possible and support lateral moves to broaden skill sets.

Most organisations have tools in place for training and development; they’re just not used effectively. If you’re organisation doesn’t have what you need, there are many resources available online. If you don’t have a plan template, the Victorian Government provides free basic professional development plan templates and other performance related templates here .

Attracting and engaging the best people is about building trust, nurturing growth, and creating a place people want to be part of. If you’re looking for talent or want to understand the current market more, contact us today .

SME Spotlight: Employment Challenges and Contribution to the SDGs

Fri, 27 Jun 2025 04:59:17 GMT

On the International Day for MSMEs, we discuss the contributions and challenges of Micro, Small and Medium enterprises in Australia, and look at how SMEs contribute to the Sustainable Development Goals (SDGs).

Globally, these organisations account for 90% of businesses, more than 70% of employment, and 50% of GDP. In Australia, 67% of workers are employed by small (0-19 employees) or medium (20 – 199 employees) businesses .

Key Points:

SMEs face greater challenges attracting and retaining top talent than their larger counterparts
Without internal resources, many SMEs have failed to keep up to date with rapidly changing and complex employment legislation
In Australia, any organisation with government contracts has had to change their approach to Environmental, Social, and Governance issues across their supply chain, increasing the necessity for businesses to make changes.
MSMEs contribute significantly to the SDGs, which is why it is important for individuals to support them and larger organisations to work with them

Not only do MSMEs remain at the core of the economy, but they also contribute significantly to the UN’s Sustainable Development Goals (SDGs), providing employment opportunities and income streams for many families.

Acclaimed Workforce as part of the Bayside Group, is soon to be celebrating our 50 ^th anniversary as an Australian owned and operated SME. With the complexity of Australian legislation, in particularly employment related laws and challenges, we are passionate about supporting start-ups and SMEs to implement ethical and compliant employment practices that help to achieve their goals.

We therefore wanted to look at key employment issues facing SMEs and how they contribute to the SDGs, and their role in assisting larger organisations do the same!

Key employment challenges facing SMEs

1. Attracting and retaining top talent

Competing with larger organisations for talent can be challenging for SMEs, who often face lower vacancy fill rates than larger businesses. This gap widens when skill shortages are prevalent, which means attracting talent is not necessarily a problem SMEs can solve alone.

There are four significant barriers to attracting top talent for SMEs:

Limited employer brand visibility
Ability to reach active and passive candidates
Difficulty competing on salary
Perception of career progression and opportunities

Advice in the market will rightly encourage organisations to focus on building a compelling employer brand, offering flexible and unique benefits and providing personalised growth opportunities. However, these are generally long-term strategies towards attracting and retaining key talent. This can leave SMEs frustrated as to how to solve immediate challenges.

In the short-term, a recruitment partner can provide advice on salary structures focused on performance to improve the competitiveness of offers, help SMEs to reach more candidates and independently present the employee value proposition. There are many benefits to working for an SME that include autonomy, greater exposure to a broad range of experiences, and the ability to make a significant contribution. An effective recruitment partner will work with candidates to compare these benefits with larger organisations, aligning expectations and skills.

By implementing long-term strategies and utilising key supports, SMEs can enhance their ability to attract and retain top talent in a competitive market.

2. Navigating employment legislation

All Australian organisations are expected to comply with employment legislation – those businesses employing fewer than 15 individuals receive a few special considerations but still must adhere with most. This can be challenging given the complexity of these laws, even for companies who employ human resources professionals.

The most common areas where mistakes are made include:

Incorrect payment of wages (generally because Awards are incorrectly applied or misinterpreted)
A lack of/up-to-date employee policies and procedures
Performance management and dismissal
Managing inappropriate workplace behaviours
Incorrect engagement of casual and maximum-term employees

The Fair Work Act 2009 is the main legislation governing employment conditions in Australia, however since 2017 there have been 10 amendments to the Act (five in the last four years), which include changes to the definition of casuals and the implementation of Respect@Work in the Sex Discrimination Act and positive duty .

It is essential to recognise the challenges of keeping up with employment laws and identifying where training and support is required. The Australian Industry Group provides useful resources, however outsourcing functions such as training, payroll, development of policies and procedures and investigations are practical ways to mitigate risk.

Contribution to the Sustainable Development Goals

In Australia, the government has taken steps to address Environmental, Social, and Governance (ESG) issues through policies, regulations, and incentives, many of which tie in closely with the SDGs. This means any organisation supplying to or wanting to supply to the government has had to look at their policies and approach. As this impacts across the supply chain, the government’s approach has been adopted by many organisations.

The United Nations General Assembly adopted “Micro-, Small, and Medium-sized Enterprises Day” to raise awareness of the contributions of MSMEs to the achievement of the United Nations Sustainable Development Goals (SDGs) across all seventeen goals.

However, they have highlight Goal 8 , which focuses on promoting inclusive and sustainable economic growth, employment and decent work for all. MSMEs play a crucial role in increasing employment opportunities, especially for young people and women, reducing informal employment and labour market inequality (particularly in terms of the gender pay gap), promoting safe and secure working environments, and improving access to financial services to ensure sustained and inclusive economic growth. Women’s small business ownership has grown by 77.4% in Australia since 1991, although it still only equates to 35.4% of the total.

Another example of how MSMEs contribute is evidenced through the latest Indigenous Business Snapshot, which shows Indigenous businesses contribute more than $16 billion to the Australian economy, employing 116,795 people and paying $4.2 billion in wages.

The Australian Government’s Indigenous Procurement Policy (IPP) aims to increase economic participation of First Nations Australians by driving demand for their businesses and services through government procurement. Supply Nation’s list of verified indigenous businesses consists primarily of SMEs. For small, medium and large organisation’s alike, this provides an opportunity to support Aboriginal and Torres Strait Islander businesses and align with government procurement preferences at the same time.

The Australian Government's recent focus on mandatory sustainability reporting for businesses presents opportunities for SMEs. Larger organisations are working with SMEs to meet sustainable procurement goals by sourcing locally, which helps to reduce carbon footprints and promote economic growth and supporting their work addressing the SDGs.

SMEs in Australia are increasingly adopting ESG practices to operate sustainably and responsibly and grow their business. By integrating sustainability into their operations , SMEs can reduce costs, enhance regulatory compliance, and strengthen brand recognition.

If you’re an SME looking for support, contact Acclaimed Workforce today.

Asking effective interview questions

Wed, 28 May 2025 02:35:34 GMT

With so many articles written about interview questions, it’s not surprising people may think there is some secret ingredient they just don’t know yet.

Unfortunately, this is not the case as assessing a candidate's ability to perform can be a balancing act. The interviewer’s role is to try and make the candidate feel comfortable, while also gaining insight into who they are as an employee. They’re seeking to learn about the candidate's skills, experiences, personality and potential to determine if they are a good fit, all while the candidate is attempting to present their best self.

“While interview questions are important,” says Joe Galea, General Manager of Acclaimed Workforce & Bayside Group, “they’re one element of a more comprehensive process.” Our Employer Interview Guide  for 2025 provides insights, tips and tools for conducting an effective interview.

In this article, we look at the types of questions recommended, why structure is important and additional tips for hiring managers.

Types of questions recommended

There are four styles of interview questions. Joe recommends using a combination of all of them to gain a more complete perception of the candidate.

“You have a very limited amount of time to understand a candidate’s current abilities, as well as their potential. It’s crucial to ask questions that specifically address candidate skills, behaviours, motivations and how they respond in specific situations.”

There are four key types of questions.

Skills- based questions : to identify whether they have the knowledge and capabilities to perform the role. e.g. Tell me about the skills and experience you think will help you succeed in the role.
Behavioural-based questions : to understand if they will fit with the organisation, manager and team. e.g. Can you recount a time when you didn’t deliver according to expectations. What did you learn?
Situational-based questions : to provide insight into how someone works. e.g. In your current role, is there a time you had to overcome a specific challenge? How did you overcome it?
Motivational-based questions : to learn what drives them to perform. e.g. How do you organise your day/week/month? or What aspects of your previous role did you enjoy the most?

According to Joe, it is best to start with skills and behavioural-based questions, as this is what candidates expect and often feel more comfortable discussing. Situational and motivational questions can be used towards the end of the interview, once you have gained an understanding of skills and experience. You can also direct specific questions to gain further insight into previous answers.

Why ask structured questions in an interview?

The simplest reason to pre-plan questions prior to interviewing, is that relying on gut instinct will not necessarily get you the best result. From a practical perspective, it also helps you to stick to a set timeframe.

A more complex answer incorporates human psychology and the trap of homogeneous hiring. Without structure, it is common for people to favour candidates they get along with, or who are more like them. Yet according to the Diversity Council Australia, businesses perform better when a diversity of talent is sourced, assessed, selected and appointed. Accepting we all have biases creates awareness, so you can put processes in place to minimise them. This is where structured questions come into play.

A maximum of 8 - 15 questions is recommended to ensure a well-rounded list, allowing time for follow up. Once you have put together a list of questions, ask yourself:

Can I ask this question ?
Is this question reasonable?

“Even after more years than I care to admit in recruitment,” Joe says, “I still pre-plan questions prior to interviewing. It helps me to understand the key selection criteria for the role and be clear on the requirements prior to the interview.”

Additional tips for hiring managers

Our specialist recruitment teams not only conduct interviews daily, but they also receive feedback from candidates in relation to client interview experiences. Here are four tips for hiring managers to consider:

Use the STAR approach in reverse . Candidates are often advised to use the STAR approach to respond to interview questions – Situation, Task, Action and Results, but not every candidate will answer using this technique. The interviewer can turn this around to ensure relevant information is gathered by asking follow-up questions related to STAR for clarity. E.g. What were the end results of this project? How did you determine success?
Clarify project/task responsibilities and outcomes in follow up questions. Ask how many people worked on a task or project and the specifics of the candidate’s contribution. Likewise, make sure any results have context - 10% of $1,000 is only $100 more, and sales of $500k are less impressive if they were $600k previously.
Make sure you ask at least one question about AI. For professional roles, AI is becoming a critical component to efficiency and effectiveness. Yet not everyone is keeping up. Ask what role AI played in your current/or previous role? Or how are you using or keeping up to date with AI for your role.
Ask this one final question. To help the candidate feel satisfied with the interview, it is always a good idea to finish with: Do you have anything else you would like to add in relation to your skills and experience?

To view a comprehensive list of questions, including an example list developed by a Senior Consultant with 30 years of experience, download our Employer Interview Guide 2025 .

Slips, trips and falls are not as random as you may think!

Wed, 14 May 2025 04:31:30 GMT

Have you ever sat in a meeting where the circumstances of a slip, trip or fall related injury was described and you thought, that’s random?

Slips, trips, and falls are generally “accidents” and can result in outcomes ranging from minor cuts, bruises and sprains to serious injuries such as breaks, spinal injuries or traumatic brain injuries.

However, the most recent data from Safe Work Australia demonstrates they aren’t random at all. In fact, slips, trips and falls equate to almost 22% of serious work-related injury and illness claims in Australia. Furthermore, falls from a height made up 15% (29) of workplace fatalities in Australia, according to a release by Safe Work Australia in September 2024.

These statistics while shocking, also help to provide trends in relation to these incidences, which helps employers to implement preventative action through training, procedures and creating a culture of care and awareness on-site.

Cameron Cranstoun, HSE Manager at Acclaimed Workforce, reviews every incident report and says, “Injuries relating to slips, trips and falls are often caused when people are rushing, not concentrating, or slips on wet surfaces or tripping over clutter.”

Examples may include stepping on a hose, tripping over a pallet, or slipping on a spill on the floor that no one has cleaned up at the time. It is also common also for office workers to trip when in warehouses or manufacturing areas, or simply in a kitchen because they aren’t wearing appropriate footwear.

Thankfully an injured employee often provides a lot of detail from which we can learn and start to see patterns emerge, primarily because they are invested in prevent the same thing happening to others, Cameron explains. “This is not to say that some incidences would be impossible to prevent, but so many can be.”

Proactively preventing slips, trips and falls

Workplace safety starts and ends with an organisational commitment that is championed by leaders and supervisors. However, it is a collective effort, and every person needs to play a role.

Effective employee inductions, training and modelling safety principles in the workplace plays a key role in this, as do regular forums such as training or toolbox talks, not just so key messages can be reinforced but to allow employees to make suggestions for improvement.

To prevent slips, trips and falls on the way to work, while working, or during breaks:

Be aware of your surroundings
Clean up as you go (spills need to be cleaned up straight away)
Use signage when the floor is still wet
Place rubbish in the correct bin as you go so there is no build-up of waste
Report spills or hazards to a supervisor
Wear appropriate PPE while at work
Follow processes and procedures on site
Follow signage on site and stick to designated walkways
Walk around objects, don’t step over them
Put items, products or equipment in their correct place

All employees should know how to report incidences or behaviours that may lead to accidents and ideally are recognised for highlighting risks and improving safety.

To learn more about Acclaimed’s workforce management services, contact us today.

Why leaders need to understand polyworking

Wed, 30 Apr 2025 02:22:21 GMT

Polyworking is defined as juggling multiple jobs, gigs, or projects and presents advantages and challenges for employees and their employers.

Australians are polyworking to diversify income streams, pursue their passions or as a necessary step to combat the rising cost of living. The Australian Bureau of Statistics (ABS) data shows that the multiple job-holding rate reached an all-time high at the end of 2024, hovering between 6.5 and 6.7 per cent. This figure is likely higher as it may not accurately capture income from business ownership or freelance work.

Despite its financial and development benefits, polyworking can create tensions between employers and employees about expectations, and raises important questions about burnout, job security and living wages.

We look at polyworking and the leadership strategies to effectively manage it.

What is polyworking and why is it appealing?

Working multiple jobs, whether in traditional employment, consulting or business ownership, the gig economy or a combination, is common. For many, the gig economy is propelling this increase, whether it be through Uber or Airtasker, a sporting or creative pursuit, or social media.

In fact, a US poll last year found that 57% of Gen Zs would like to be a social-media influencer , and 53% describe it as a “reputable career choice”. This, along with the rising cost of living and a sluggish economic outlook, suggests that polyworking is here to stay, at least in the immediate future.

Polyworking or poly-employment offers a unique blend of variety and control over one's career, and may be appealing to employees for a number of reasons, including:

Income Supplement: to cover the cost of living or increase disposable income.
Flexibility: employees can design their schedules and work environments to suit their preferences and needs.
Income Diversification: by engaging in multiple roles, workers can mitigate the risk associated with relying on a single source of income.
Professional Growth and Career Transition: allows for the development of a broader skill set and exposure to diverse industries and challenges, which may be the first step towards a career change.

It encompasses unskilled, trades and professional labour. For many, polyworking provides the freedom to pursue varied interests and passions while securing multiple income sources. This flexibility can lead to a more fulfilling and balanced professional life, allowing individuals to adapt to changing economic conditions and personal circumstances.

Employers of polyworkers can also benefit from the skill diversification, networks and knowledge they may bring.

What are the downsides of polyworking?

Despite its advantages, polyworking is not without its downsides. The most significant concerns for employees include the potential for burnout and the lack of job security. Managing multiple commitments can become overwhelming, particularly when an employee is experiencing greater demands in two or more roles at once, leading to increased stress and reduced overall well-being.

For those working part-time in traditional employment and deriving income from passion projects or the gig economy on the side, a lack of focus may have a negative impact on career development, and therefore future income potential and superannuation contributions. However, it can have the opposite effect.

Leaders who manage a polyworking employee may find it challenging when an individual becomes distracted or when expectations related to effort and input differ.

What do leaders and HR professionals need to consider?

It seems that polyworking is here to stay, which means leaders and HR professionals will need to be aware of potential risks and how to overcome them. Considerations may include:

Engagement Models: the Closing Loopholes (No.2) Act 2024 changed the definition of casual employment in Australia . It is therefore critical to consider the engagement model organisations choose for contingent polyworkers, to ensure compliance.
Polyworkers have Rights: according to the Fair Work Ombudsman , an employer cannot take adverse action (e.g., dismissal, demotion) against an employee for exercising their right to privacy or not disclosing secondary employment.
Contracts and Policies: Furthermore, Australian employment law protects an employee’s right to carry on a business or engage in other work where there is not a conflict of interest, they are not using the employer’s property (physical or intellectual) to perform the work, and there are no implications for the employee’s or anyone else’s health and safety. Clarifying these conditions about your business in employment contracts and organisational policies and procedures will assist you in mitigating employment risk.
Performance Management: being clear about the goals and outputs of the role will ensure polyworkers understand what they need to deliver. More flexibility around the hours during which the work is conducted will help to reduce tensions for polyworkers.
Addressing Burnout: it is essential to recognise the risk of burnout and have systems in place to support polyworkers, whether this includes providing flexibility around work hours or EAP support. Creating an open dialogue about workload and expectations will be critical to success.
Career Development Opportunities: using individual development plans to provide a career path both within and outside the organisation can assist with retention. For those working multiple jobs to make ends meet, this may enable an employee to reduce their hours or quit their second job. Flexibility may be key for others who like the variety or are looking to transition into a different career long-term.
Leveraging Technology: project management and communication tools will help leaders enhance productivity, streamline operations and better collaborate and support polyworkers.

Polyworking represents a significant shift in how we approach careers and employment, which means leaders and organisations will be forced to adapt. However, polyworking employees will also be required to enhance their organisational and communication skills to be effective.

Whether you are looking for contingent work or need assistance with contingent workforce management, Acclaimed Workforce can assist.

Are organisations complying with their positive duty?

Mon, 28 Apr 2025 04:54:37 GMT

It’s 18 months since the legal obligation of positive duty was introduced into Australia’s Sex Discrimination Act 1984 (Cth) , yet many organisations are still grappling with their role.

As a key element of Australia’s Respect@Work framework, positive duty aims to reduce sexual harassment in the workplace. So why are many organisations experiencing an increase in reported incidents?

“When an organisation takes action to prevent sexual harassment, employees may feel more comfortable coming forward with their experiences,” says Cameron Cranstoun, Health Safety and Environment Manager at Bayside Group. “Reporting incidences of sexual harassment is essential to identify causes and implement corrective actions.”

An Australian Human Rights Commission report released just before the introduction of positive duty, found that over 40% of Australian women and 26% of Australian men had experienced workplace sexual harassment in just the previous five years.

For employers, sexual harassment can be a reputational and financial risk to workplaces. Yet while a proactive approach to safety management in relation to physical hazards is generally supported and driven by leaders, many are struggling to address psychosocial hazards such as sexual harassment.

What is the positive duty?

The positive duty requires organisations and businesses (employers) to take ‘reasonable and proportionate measures’ according to Fair Work to eliminate the following behaviour as far as possible:

discrimination on the grounds of sex in a work context
sexual harassment in connection with work sex-based harassment in connection with work, conduct creating a workplace environment that is hostile on the ground of sex related acts of victimisation

These behaviours can create significant harm to employees, teams and organisations. Yet historically, many instances of sexual harassment have gone unreported due to fear of retaliation or a lack of awareness about the appropriate reporting channels. 

Why are some organisations lagging behind?

The most common reasons organisations may be reluctant to introduce new initiatives to address sexual harassment include:

Not knowing the next steps to take
Already have initiatives in place
Reputational concerns – what might be reported
Don’t have the capability to manage reports

While some organisations already had proactive strategies in place to reduce sexual harassment prior to the changes in legislation, further action was required by many to comply.

When it comes to physical injuries, it is common practice for organisations to encourage reporting all incidences minor or significant to aid in prevention. “Sexual harassment incidences should be approached similarly, as doing nothing will only exacerbate the problem over time,” Cameron says. “Incidences are often what you might expect, but not always - they can also be caused by over familiarity in the workplace and a lack of awareness about what constitutes sexual harassment.”

However, doing nothing is not a viable option. According to  Allianz Insurance , claims for workplace harassment and bullying increased by 61% between 2019 and 2023 as social norms shifted, with the majority of this increase occurring prior to legislative changes.

How should companies address their obligations?

There are many ways to implement a proactive approach to minimising sexual harassment in the workplace. A strategy at its core will need to focus on a few key areas:

1. Leadership Commitment:  Discrimination and gender inequality are the key drivers of workplace sexual harassment. Review your organisation’s gender diversity and look at strategies to reduce gender pay gaps . Organisational leaders trained on positive duty, sexual harassment and managing complaints will be equipped to respond more effectively.

2. Review Policies:  If your business didn’t make changes following the legislation announcement or conducted a rushed review of policies, it might be time to look closer at your policies and align them with your strategy.

3. Assess the Risks:  A psychosocial survey can help organisations identify areas for improvement by providing insights into employees' perceptions of the workplace environment, including issues related to harassment or discrimination.

4. Training is Key: Whether or not you have conducted training on Respect@Work legislation, introductory and ongoing training is important. Training equips employees with the skills to confidently report incidents and understand the legal and ethical framework around sexual harassment.  Regular training sessions on sexual harassment, discrimination, and respectful workplace behaviour, targeting relevant issues tailored to different organisational roles, will help to affect behavioural change.

5. Establish Clear Reporting and Response Procedures:  Training must be accompanied by clear procedures in place for reporting and responding to complaints of harassment and discrimination. These procedures should ensure that complaints are handled promptly, confidentially, and fairly.

6. Monitor Compliance and Take Corrective Actions:  Monitoring compliance with the Respect@Work legislation is also essential. Regular reviews will help identify issues and gaps, whether it be updating policies, providing targeted training, or ensuring consistency in taking disciplinary action against individuals who violate the company's policies.

By taking these steps, companies can effectively address their positive duty under the Respect@Work legislation and create a safe, respectful, and inclusive workplace for all employees. This proactive approach not only helps to prevent unlawful conduct but also fosters a positive work environment where employees feel valued and supported.

For workforce management assistance, contact Acclaimed Workforce today.

Think again – are you asking these interview questions?

Mon, 24 Mar 2025 23:49:36 GMT

We recently launched an updated Employer Interview Guide for 2025 in light of changing workplace conditions and the implementation of the Australian Fair Work Legislation Amendment (Closing Loopholes) Act 2023.

While we made some significant changes to the guide, the section we’ve had the most questions about is ‘You Can’t Ask That’. This suggests some of the detail in both the old and the new legislation has yet to filter down to hiring managers.

It can be confusing to understand which questions are discriminatory in Australia and therefore you can’t ask. The best place to start is with the protected attributes and understanding that new protected attributes were introduced in 2022.

Protected attributes under the Fair Work Act are race, colour, sex, sexual orientation, age, physical or mental disability, marital status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction and social origin. More recent additions include breastfeeding, gender identity, intersex status and experiencing family and domestic violence.

Here are the four questions that sparked the most discussion.

1. What is your background?

There has been so much discussion over the years about asking someone ‘where are you from’, that we wouldn’t have included this in the guide if we hadn’t had feedback from candidates. However, it seems there is a common interview mishap related to this question.

Many interviewers or candidates have highlighted the more misleading question, ‘What is your background?’ In most cases, interviewers are referring to work background, but it is important to clarify this when asking the question of a candidate. It can be easily misinterpreted by the candidate and perceived as discrimination, even if it is innocently asked while looking at a resume. Asking ‘tell me about your work background or employment experience’ is an easy fix, to avoid an awkward and potentially damaging start to an interview.

2. Are you pregnant?

Most people realise they cannot randomly ask a woman if they’re pregnant. However, many hiring managers may not realise a woman is not obligated to disclose her pregnancy during the interview process, because it is a protected attribute. Even if a prospective employee is obviously pregnant, they do not need to disclose this information during an interview unless they feel comfortable to.

Questions directly relating to pregnancy or a woman’s plans to start a family should generally be avoided, including:

When is your baby due?
Do you have a family/children?
Do you plan on having children any time soon?
When do you plan on having children?
This role involves a little bit of running around, are you going to be able to handle that in your condition?
Will the demands involved in the role be something you’d be able to handle during your pregnancy?
This role involves a lot of travel and time away from home, is that something you can cope with in your current condition/with a family?

Employers need to be careful about making assumptions about a candidate’s ability to perform the role, because this may be discriminatory. If there are medical concerns related to a specific requirement of the role that may impact on pregnant women, highlight these requirements and associated risks instead.

One final point to note is that if you do believe an applicant is pregnant during the hiring process, be mindful not to judge if they have chosen not to disclose this information – despite pregnancy being a protected attribute a candidate may have faced discrimination from potential employers before.

3. Are you a union member?

This question was a surprise to many, mainly because it has not been considered in this context of recruitment. As explained by Fair Work , all employees and independent contractors in Australia are free to join or not join a union.

It's illegal for a person to pressure another person about their choice to join or not join a union. It’s also illegal to take or threaten to take adverse action such as dismissing or refusing to employ a person for:

being or not being a union member
taking part or not taking part in industrial activity, or
choosing to be represented, or not to be represented, by a union.

This is why it can be discriminatory to ask the question in an interview, because it may impact on your decision, or appear to. It is also essential to note that once employed, it is illegal to change an employee’s role or employment terms and conditions to put them in a worse position, as well as discriminating between them and other employees, based on their union membership.

4. What is your gender?

Asking about gender can contravene anti-discrimination laws, as it could be used to unfairly exclude candidates based on their gender, gender identity or intersex status, all of which are protected attributes.

It is rare that an interview would ask someone outright as part of the interview process. However, this question may often coincide in an interview with the review of documentation, if this question if left unanswered on an application form.

Candidates may question why an organisation will ask this question in the first place, particularly when the form will commonly provide choices of Female, Male, Non-Binary and Prefer not to Disclose. Often, this question often appears in the form of a tick box on company application forms to fulfill WGEA reporting requirements on gender equality, and the gender pay gap .

It is essential for hiring managers to understand this context to know how to deal with it in the first place. Every form should provide an option for a potential employer not to disclose their gender, and it is best to leave it there. Some jobs or organisations may have exemptions relating to gender, but for most it will apply.

Australian anti-discrimination laws are designed to protect employees, and it is essential that hiring managers understand them in order to recruit without discrimination.

Download our Employee Interview Guide 2025 for more tools and advice from recruitment specialists.

Is Australia’s gender pay gap getting smaller?

Wed, 19 Mar 2025 23:18:43 GMT

Last year when the first Workplace Gender Equality Agency (WGEA) Gender Pay Gap Report was released as a result of legislative changes, we asked will transparency help reduce the gender pay gap in Australia? According to the latest WGEA report released in March 2025, the short answer is yes. However, progress remains slow.

Over the last 12 months, around 56% of employers reduced the gender pay gap in Australia. Yet the overarching improvement seem marginal given the significant legislative changes targeted at reducing the gender pay gap, most notably transparent reporting standards.

To clarify, the WGEA does not report on equal pay for equal work, but rather the difference between the average or median earnings of women and men in the workforce, expressed as a percentage of men’s remuneration. This indicator is useful for numerous reasons. Firstly, it shows how women accumulate less wealth throughout their working life which has a significant impact over time. Secondly, it enables companies to see the progress of competitors and thirdly, provides clear statistics to inform consumer decision making.

We examine the WGEA’s report findings and look at strategies to reduce the gender pay gap.

Where have we seen notable changes in the gender pay gap?

Companies with an average gender pay gap of less than 5 percent in either direction are considered to have effectively eliminated their pay gap. Only 21 percent of Australian employers have achieved this.

While the most notable decrease was seen in male-dominated industries (as indicated below), this is also where the most improvement is required.

Decrease in median total remuneration employer gender pay gaps:

Source: Page 25, WGEA Employer Gender Pay Gaps Report

It must be noted that CEO salaries have been included for the first time this year, which likely to be the highest paid role in an organisation - a role disproportionately held by men.

In fact, the Report states the overrepresentation of men in the upper quartile may be responsible for up to two thirds of the gender pay gap, which shows the impact of the broken rung on the ladder for women to senior leadership . This is further exacerbated by the size of the remuneration difference between the highest and lowest-paid roles, particularly if the lower quartiles are dominated by one gender, and the upper quartiles dominated by another. This is particularly the case when performance pay, superannuation and bonuses are included, as these discretionary payments are more likely to go to the upper quartile and are often negotiated. The Report found men earn $11,204 more, on average, from superannuation and discretionary payments.

To focus on the positive, in addition to more than half of Australia organisations seeing improvements, some organisations have made significant progress. A few standouts include Metro Trains Victoria (25% to 8.6%), University of Newcastle (9.9% to 3.2%), Dyson Appliances (34.1% to 7.5%) and GSK (7.9% to 1.2%). This demonstrates what is possible for organisations.

What strategies can help to reduce the gender pay gap?

Every organisation and industry face differing challenges in reducing the gender pay gap. Yet doing nothing can result in negative outcomes, as many have discovered in the last year. However, this is not to say that all companies that have taken a step backwards are not working towards future goals - it can also be argued that a long-term approach may not yield positive results quickly.

As a specialist recruitment agency working with some of Australia’s leading employers to fill urgent needs, Acclaimed Workforce understand that recruitment can often be the scapegoat. Yet this is just one component of the whole. Recruitment strategies are more likely to contribute to the overall gender pay gap if an organisation is committed to change, collects the right data in the first place to inform decisions, and combines recruitment with effective workforce planning, investment in learning and development and transparent processes for promotion.

As previously mentioned, the gender pay gap is not about equal pay for equal work, but rather the differences in average wages for men and women. Often this starts with understanding the gaps in your own organisation. While common gaps include the following, the extent to which they impact on your organisation specifically will differ:

Discrimination and bias related to hiring and pay
Women working part-time
A lack of flexibility, particularly in highly paid roles
Women taking extended leave from the workforce (caregiving is often a significant factor)

For example, caregiving has increased the need for flexibility in a range of positions including senior leadership at the Acclaimed Workforce in recent years for both genders, as many of our long-term employees have aging parents.

Organisations will need to conduct further analysis to identify biases and any cultural or systemic barriers. For example, do you have people in senior roles that have flexible work arrangements or work part-time? If not, what is preventing this? Looking at teams with a dominant gender is also useful. If you have predominantly female administrators or male operational leaders, ask why? These are questions and concerns that many organisations face and being honest about the realities is essential to start the process of change. This can assist you in developing a strategy that addresses the specific needs of your workforce.

Committing to goals for reducing the gender pay gap and incorporating them in your overall strategy is also essential, including identification of realistic targets within specific areas of the business. What this looks like will depend on the size and preferences of an organisation. It may be a specific action plan to reduce the gender pay gap, a component of your HR strategy or integrated into your overarching strategy. Whichever way you decide to approach it, getting buy in from leaders is essential, as is measurement.

From a recruitment perspective, there are many considerations. Firstly, workforce planning can give you time to nurture potential talent rather than being reactive to immediate needs. Secondly, understanding the ins and outs of the recruitment and interview process to reduce bias will help avoid homogeneous hiring. Download our Employer Interview Guide 2025 for tools and advice from recruitment specialists. Thirdly, working with your hiring managers, recruitment team and/or external recruitment partner to achieve your strategic goals.

If you’re looking for manufacturing, warehouse and logistics staff, contact Acclaimed Workforce today.

5 tips for resourcing seasonal work in regional areas.

Tue, 25 Feb 2025 21:52:07 GMT

On the first day of harvest in Griffith this month, 100% of the Acclaimed Workforce scheduled for their first shift presented at work on time and ready to go, no replacements required.

If we’re being honest, this is something we celebrated, because there are many reasons this is not always possible - illness, injury and last-minute caring responsibilities are the most common, although in reality hangovers and over sleeping can also be a factor.

Alison Bright, Account Manager at Acclaimed Workforce in Griffith, talks us through some of the risks specific to seasonal workers, and the five actions Acclaimed Workforce undertake in regional areas to overcome them.

Who are Australia’s seasonal workers and are the risks?

The demographics of seasonal workers in regional areas differ from those in outer city areas. The biggest challenge is scaling up the workforce for short periods of time, and housing people while this takes place.

It is important to note that seasonals workers are varied and have many different backgrounds. However, as Alison explains, three predominant groups undertake seasonal work in Griffith, which are reflective of many regional hubs:

Young locals - either entering the workforce or returning from the previous year
Locals scaling back towards retirement
Travellers often referred to as backpackers

There are unique reasons why these groups can be challenging. For young and new workers, the risks are higher, particularly in the first 90 days. In fact, in Australia one in five people injured in the workplace are under 25 .

Those scaling back to retirement create different risks, namely for people who haven’t worked in physical jobs for a while. Often jobs related to vintage and harvest have physical components and those who haven’t undertaken physical work are at greater risk of injury.

Finally, for international travellers in particular, there are a few key employment risks. Firstly work rights and restrictions, as they must have a valid visa , generally work and holiday visa (subclass 462) or working holiday visa (subclass 417), although some student visas may apply also. Secondly, language barriers (including those unique country colloquialisms) and differing safety standards can create risks that is important to be aware of.

Strategies to successfully resource seasonal work

1. Invite everyone to apply

Alison says she hears so many stories from seasonal workers about poor treatment by employers and recruiters, being turned away before they have an opportunity to talk about their capabilities. Where there is no available work, this is obviously necessary. However, when there is not, Alison and her team give everyone a chance. “My approach is rather than turning walk in applicants away, inviting them to come in for an initial screening interview. “It’s amazing how being friendly can ease people’s nervousness. We have engaged many exceptional workers with this approach.”

2. Ensure your recruitment processes reduce risk

We’ve highlighted many risks above, so it is essential to combat these in the recruitment process and beyond. “It will be subject to the role,” says Alison, “But a few examples include functional capacity testing (physicality), drug and alcohol tests and work rights checks, which includes citing passports and ongoing monitoring of visas. Depending on client recruitments, we also may conduct formal medical assessments as well.”

We also conduct an online safety and EEO induction and ensure on-site inductions take place. According to Alison, this is essential as a starting point, but it needs to be consistently reinforced.

3. Be transparent about the recruitment process and expectations

For many the recruitment process can be surprising, and for employees entering the workplace for the first time, or working in Australia for the first, behavioural expectations may not be obvious. It is therefore necessary to help people understand the process, key expectations and demands of shift work.

In some circumstances, applicants may choose to opt out because they are unable to meet these requirements, whether that be the physical components of the job, or random drug and alcohol testing. The length or reliability requirements of the work may not suit others, particularly if they are travelling. Alison explains this establishes not only the commitment of an applicant, but the baseline for performance discussions if necessary.

4. Focus on communication and relationship building

This is a strategy Alison is very passionate about. Providing high level customer service and building relationships with workers helps identify potential issues, so they can be resolved before becoming a problem,” Alison says.

It also helps her to better understand the worker experience, and reinforce communicating concerns, reporting hazards, incidences and injuries. Acclaimed Workforce maintains contact with reliable workers and reaches out before the next season to confirm their return.

5. Encourage and reward safety initiatives

All of our workers are encouraged to report hazards, incidences and injuries. “We also recommend reporting near misses or very minor incidences,” says Alison, “so we can determine whether this is a potential risk and put preventative measures in place.”

Injuries during a season can not only put workers at risk, but it can spike organisational Workcover premiums in the future, so being proactive is important. Alison says, “Acclaimed Workforce has a reward and recognition program in place to acknowledge not only exceptional work, but proactive approaches to safety to reinforce its importance.”

Spotlight: Understanding and preventing burnout

mwilson@baysidegroup.com.au (Melanie Wilson) — Thu, 23 Jan 2025 03:14:31 GMT

Last year I finished studying after four years while working full time and volunteering. I thought my stress and exhaustion would disappear once I finished thanks to all the extra free time, but I was wrong. It took a while for me to recognise that I was experiencing burnout, and even longer to effectively combat its impact.

Once I began having conversations about burnout, I learned just how many people around me had experienced it. I also discovered that a ‘break’ wasn’t a sufficient fix - additional changes to my daily routines and lifestyle were required. Work will not always be the singular cause of burnout, but it is often where its effects become evident.

Australian workers reported the highest burnout rates in the world of 61%, compared to the global average of 48%. The economic impact of this can be significant, with burnout and stress-related absenteeism costing the Australian economy an estimated $14 billion annually.

Understanding the causes, symptoms and ways to prevent burnout is therefore important.

What is burnout?

It is a word so commonly used it is important to define it. Burnout is a state of emotional, mental, and often physical exhaustion brought on by prolonged or repeated stress. Though it’s most often associated with work, it can also appear in other areas of life, such as parenting, caretaking, relationships or a significant life event.

If stress is short-lived or tied to a specific goal, it is most likely not harmful. However, if it feels never-ending and comes with feelings of emptiness, apathy, and hopelessness, it may be indicative of burnout.

Risk factors at work

Burnout in the workplace is not just about excessive workload . Risk factors include a lack of control over one's job, unclear job expectations, high workload or too many tasks, dysfunctional workplace dynamics, low reward and recognition, a lack of social support, unfair or disrespectful treatment and work-life imbalance.

Furthermore, bullying, harassment and other poor workplace behaviours can cause significant work-related stress, which can lead to anxiety and depression. It is essential to note that mental health conditions can increase vulnerability to burnout, and likewise burnout can result in mental health issues. Those in emergency service and caring professions, including teachers, may be at higher risk, although burnout can affect anyone in employment.

The Australian Government also cites some surprising causes of burnout at work:

Perfectionism – expecting everything to be perfect and then worrying, getting frustrated or doubting your capability when it’s not.
Lack of autonomy or boredom – whereby employees are not challenged enough, or do not have control over how they do their job.
People pleasing and a lack of boundaries – often those who jump in and help are the people everyone turns to when they need to get something done. For HR professionals who are often supporting employees through problems, this can result in emotional fatigue.
Technology and social media - ensuring face-to-face communication is still a priority can help with focusing on not just conversation, but also connection. Digital minimalism can also help in reducing screen time overall.

Ultimately, causes of burnout may be singular or result from two or more factors. Also note that burnout caused by factors outside the workplace is still burnout - an employee will require support no matter the cause.

What are the signs and symptoms of burnout?

Signs and symptoms of burnout will also differ – a person may experience most of these symptoms, or just a few. Beyond Blue highlights the following as examples of burnout:

Prevention and recovery from burnout

Employers can prevent burnout by regularly conducting employee experience and safety surveys to identify potential risks. However, many actions will also be directed towards prevention or recovery for individuals, as detailed below.

1. Prioritise Self-Care

Looking after yourself is the first critical step, made much harder by burnout itself. However, employers can work with their employees to assist, which may include providing flexible work hours to enable time for self-care and health appointments. Incorporating exercise, a balanced diet, and adequate sleep into your daily routine is essential to reducing stress and improving energy levels. Staying hydrated and incorporating breathing exercises or mindfulness throughout the day, along with sufficient breaks may also assist.

The Black Dog Institute offers a self-care plan guide to help you adjust unhealthy habits. Identifying your coping mechanisms is crucial, as they can hinder self-care. For instance, drinking on a work night or scrolling social media before bed can disrupt sleep quality, reducing energy levels and affecting your ability to handle work challenges.

2. Set Boundaries

Creating clear boundaries between work and personal life are essential. Most of the time, setting specific work hours and actually sticking to them can be really helpful. With the Right to Disconnect introduced last year, Australian employees can avoid checking work emails or taking calls during your personal time. This separation helps in recharging and prevents work from encroaching on personal life.

3. Seek Support

If you’re feeling overwhelmed , it’s important to be proactive about your emotional wellbeing, rather than hoping things will improve on their own. Talking to friends, family, or colleagues about your feelings can provide emotional support and perspective. For some, additional help and ongoing health support may be required, whether physical or psychological.

General support through access to employee assistance programs (EAPs), flexibility to attend appointments and check ins during one-on-one sessions to assist can help. Managers will need to collaborate with human resources where further supports are required. Individuals can also access assistance from organisations such as Lifeline and Beyond Blue, who offer counselling services and support for mental health issues.

It is also important for employees to understand that an organisation has a responsibility to provide a safe work environment, which includes psychosocial safety. If you are not feeling safe at work, it is important to talk to your manager or to human resources. It’s your right to work in a physically and mentally safe environment, so if an issue cannot be resolved external supports are available.

4. Manage Workload Effectively

Learning to say no and delegating tasks can help manage workload and reduce stress. Plan and prioritise tasks to avoid feeling overwhelmed. For employees, using tools such as to-do lists, management apps or setting daily tasks can help you stay organised. Leaders can also work with an employee to create more autonomy in their day-to-day activities, or help to break large projects into smaller, manageable tasks for focus. Checking in at agreed intervals to offer support and guidance will also help to ensure prevention.

Employers have a critical role to play in both the prevention of burnout and identifying and supporting any employees who are experiencing it. Having open conversations can really assist employees to discuss stress levels and the factors causing them, so that preventative measures can be put in place before stress becomes prolonged and leads to burnout.

5 HR priorities for Australian businesses in 2025

Wed, 22 Jan 2025 21:51:37 GMT

It's time again to dust off that crystal ball and make predictions for the year ahead. Looking back to last year's predictions , they hold up so long as we ignore the many noteworthy exclusions!

The significant leadership changes, major conflicts and phenomenal technology transformations of last year will continue to impact in 2025. Australians are also facing an upcoming federal election in a year that leading economists say offers no quick economic fixes . All of this suggests that 2025 has the potential to be disruptive.

We've highlighted some key areas where HR can help organisations successfully navigate uncertainty.

1. Adopting and guiding technological transformation

Why is technological transformation a HR priority? Most people with smartphones or who work in an office role are already using AI in some capacity. However, strategic adoption in the workplace is still a work in progress for many organisations. A report from the Australian Institute of Human Resources (AIHR) has highlighted critical areas where HR practice and technology will converge.

According to AIHR's HR Trends in 2025 report , HR will need to play a larger role in encouraging AI experimentation and advocating for training, driving an organisational AI strategy, and creating governance systems to ensure the responsible use of AI to balance organisational interests with employee anxiety.

If your organisation currently has employees using random AI tools through open software, personal subscriptions, or alternatively resisting technological change, you are not alone. This is why HR needs to play a key role in communicating and implementing AI strategy and adopting a community approach to AI to achieve effective outcomes.

Technology can be an overwhelming challenge for HR practitioners. AIHR research found that just 12% of HR professionals regularly use AI, and only 41% have the capability to keep up with HR digital transformation. Furthermore, 55% of HR leaders say their technology solutions do not cover current and future business needs.

AIHR recommends adopting an AI growth mindset within the HR team, supported by a risk framework for AI adoption in HR that offers a clear roadmap for safe and effective use. Internal or external support may be required to build capability, with measurement critical to ensuring it meets the required goals.

This approach will help HR drive broader transformation and be part of the organisational journey.

2. Shifting talent dynamics

Organisations have been grappling with new expectations and emerging workstyles. However, much of the focus has been on Gen Z and Millennials. In 2025, the pendulum in the employer/employee power balance is swinging back to employers, which means HR's role as a champion for employees will need to take place while balancing costs and alleviating employee anxiety over job stability and performance demands. Communication, people-centric work policies, and investment in high-performing employees will be critical.

However, some other factors are driving Australian HR professionals this year. Namely, the push for equity in the workplace, driven by the Workplace Gender Equality Amendment in 2023, and workers aged 75 and up being the fastest-growing workforce segment. While this challenges HR, it enables HR to creatively impact organisational outcomes.

For years, significant data has been produced to support the positive link between profitability and gender diversity. Yet structural barriers such as inflexible work practices and a lack of leadership opportunities remain critical issues, which HR will continue to address.

While parental responsibilities have been addressed, caring responsibilities for aging parents and the long overdue conversation about the impact of menopause are also starting to take place. A 2024 Australian Senate Report on Menopause found a lack of awareness and acknowledgement of the implications for women with severe menopausal symptoms has resulted in women either reducing their hours or leaving work altogether, often at the peak of their careers.

With increased cost of living, 'unretired' employees are also here to stay . Yet only 8% of Diversity, Equity, Inclusion, and Belonging strategies include an age component. AIHR recommend implementing mentoring programs and knowledge-sharing initiatives to encourage intergenerational collaboration, help bridge skills gaps, and support the ongoing development of organisational capabilities. Consider continuous learning programs and project work rather than daily work with urgent deadlines and phased retirement plans.

3. Developing anti-fragile workers for engagement

Research suggests that constant change, overwork, economic uncertainty, the high cost of living, and job insecurity tax exhausted and stressed employees. With more than four in 10 people reporting feeling burned out at work globally and numbers higher in Australia, the resilience approach of the last decade requires a revision.

AIHR proposes an antifragility workplace strategy, addressing social and structural factors to turn adversity into an opportunity for growth. While some may find this buzzword cringeworthy, the underlying goal deserves consideration. Given the rapid pace of change, it is critical to create an environment where growth and adaptability are prioritised, empowering employees to thrive throughout their careers.

How? Training employees to anticipate future challenges through cross-functional projects, innovation labs, scenario planning and risk-taking/management. This includes creating an environment where people can experiment and make mistakes to learn, encouraging healthy work/life boundaries, and supporting employee health through work flexibility and a focus on health. Organisational policies and strategies will need to support this approach.

4. Integrating workforce planning and management

While workforce planning and management are core functions for human resources, practitioners often face barriers to workforce planning. According to a Gartner Report on Priorities for HR Leaders in 2025 , CEOs have overwhelmingly selected organisational growth as their priority for this year, with 79% of CEOs having their post-crisis business strategies ready for 2025. Yet only 28% of HR leaders agree that the HR strategic planning process is fully integrated with the business planning process.

The report suggests strategic workforce planning needs to include headcount planning one year ahead, succession planning for up to two years, and planning for skills and capability building across two plus years. This can be for leaders, so workforce planning should be considered when solving problems that align with organisational goals. Phasing the deliverables, data, talent strategies, and staffing also helps, as does working with partners.

Understanding market demand and skill shortages is critical in developing workforce planning strategies. A recruitment partner can assist by providing external talent mapping, contingent workforce management, targeted search, and recruitment support so that HR can focus on strategy and specific tactical elements.

5. Immersive leadership development

Traditional leadership development doesn't work for three reasons: timeframes, cost, and approach. Only 36% of leaders think their development programs are effective, and HR is specifically concerned about the gaps in leaders who can meet future challenges.

Leaders are navigating so much change, from economic and market uncertainty to technology and employee expectations and work preferences, it is no wonder that time spent on their development is an issue. Being absent while in seminars and lectures can have a negative impact on an enterprise and doesn't necessarily promote ongoing development. Furthermore, many development programs require a significant financial commitment, which may not be adaptable to changing organisational budgets and needs.

The Gartner Report suggests people need time to build lasting connections for ongoing development. This means embedding relationship-building events into development after leaders have had to apply what they have learned. It creates thought-provoking, trusted peer connections that facilitate problem-solving of individual and shared challenges. When utilised, leaders are 18% more likely to become enterprise leaders .

Contact the Acclaimed Workforce today for assistance with recruitment and workforce management solutions.

Workplace safety over the festive season and summer

Mon, 09 Dec 2024 05:03:52 GMT

For Australian employers, workplace safety risks resulting from the festive season and rising temperatures occur simultaneously – usually while many employees and leaders are taking annual leave.

While this can be a great time of year and helps many employees rejuvenate for the challenges that a new year brings, it also creates potential hazards that can impact on employee wellbeing.

Cameron Cranstoun, Health, Safety & Environment Manager for Bayside Group and Acclaimed Workforce, states, “Understanding these risks, implementing preventive measures and allocating responsibilities to cover critical employee leave, can ensure a safe and productive environment for everyone.”

Festive season safety risks and prevention

The festive season brings with it a unique set of potential hazards, some that unfortunately have Health Safety and Environment managers shaking their heads in frustration. It therefore requires understanding of what these may be, and a team effort to prevent incidences.

Common festive season safety hazards include:

Decorations and electrical hazards: the festive season often comes with an array of decorations, including lights, ornaments and Christmas trees. Overloaded electrical outlets and faulty wiring can lead to electric shocks and fires. It is therefore recommended to use certified lights and decorations, avoid overloading outlets, and regularly inspect electrical decorations for damage, replacing any faulty items.
Slips, trips and falls: the workplace can become cluttered by holiday décor, and combined with an increase in celebration that may involve alcohol, the risk of slips, trips, and falls is higher. Preventative measures include keeping walkways clear, securing cords and decorations, non-slip mats and ensuring decorations do not obstruct emergency exits.
Holiday stress and fatigue: the end-of-year rush combined with holiday preparations can lead to stress and fatigue, affecting productivity and increasing the likelihood of accidents. To prevent this, encourage regular breaks, manage workloads effectively, and promote a supportive work environment. Provide access to mental health resources and encourage employees to seek help if needed.
Food and alcohol safety: holiday celebrations often include festive foods and alcohol, which can pose food safety risks if not handled correctly. To prevent this, follow proper food safety guidelines, such as keeping perishable items refrigerated and ensuring that food is cooked to the appropriate temperature. For those organisations holding functions with alcohol, short and definitive timeframes help reduce alcohol consumption, as does setting expectations for behaviour at events. Organisations in Australia have a proactive duty to prevent sexual harassment, so it is important to carefully consider holding functions with alcohol and plan to reduce risks.

Summer workplace safety risks and prevention

While leaders would like to think most Australians are clear on the dangers of summer, they may not naturally apply the same logic used on a hike or going to the beach to a work environment. In southern Australia in particular, the weather can also be more unpredictable and catch employees off guard.

Common festive season safety hazards include:

Heat stress and dehydration: heat exhaustion, heat stroke, and dehydration can have serious health implications. Providing access to cool drinking water, encourage regular hydration, and implementing work-rest cycles to prevent overheating can assist. Ensuring that indoor spaces are well-ventilated and if possible air-conditioned can also help. However, training employees to understand and react to the signs through toolbox talks is also an important step.
Sun exposure: most Australians understand the risks of sunburn, skin cancer and heat-related illnesses. However, roles requiring prolonged periods outdoors face higher risks and preventative measures may not always seem practical to employees in the heat. Organisations should provide sunscreen and protective clothing, encourage the use of hats and sunglasses, and schedule outdoor work during cooler parts of the day. Again, educating employees is critical.
Insect and snake bites and stings : the most common risk is allergic reactions and infections from insect bites and stings. While more rare, serious incidences can occur from poisonous snakes and spiders. To prevent this, use insect repellent, wear protective clothing, and keep work areas clean to avoid attracting insects. Furthermore, training employees at risk on how to recognise and treat insect bites and stings is essential.
Water safety: for workplaces near water bodies or involving water activities, the risk of drowning and water-related injuries increases. Employers have a responsibility to ensure that employees working near water are trained in water safety and CPR, and provide appropriate flotation devices and implement safety protocols for water activities.

General risk prevention considerations

To reduce workplace incidences over the festive season and summer, Cameron has the following general tips:

Conduct risks assessments
Ensure any Job Safety Analysis incorporates hot weather conditions
Increase training and education leading up to this period
Develop and communicate clear emergency procedures
Allocate responsibilities appropriately while staff are on leave
Foster a culture where employees can take responsibility for their safety, and express concerns or stop work if they believe conditions warrant it

Taking these precautions will help protect employees from potential hazards and ensure that everyone can enjoy this time of the year without unnecessary risks.

Overcoming employment challenges during vintage

Wed, 27 Nov 2024 23:23:12 GMT

Australia produces some of the world's finest wines, with key wine regions like the Barossa and McLaren Vale known around the world. Vintage season in Australia, the crucial period of grape harvesting and winemaking, generally takes place over the summer months, although it does differ depending on the region.

When considering the main challenges of wine producers during vintage, many would consider weather conditions, grape quality or excesses in product that drive down prices. While these are often challenges that come to the forefront during vintage, one of the most significant issues faced by wine producers is finding quality staff.

“For wine companies, securing competent staff for vintage can be challenging, particularly in regional areas where shortages exist,” explains Kylie Forde, State Manager (VIC, NSW & SA) of Acclaimed Workforce. “Over the years, we’ve implemented key strategies to overcome some of these challenges, ensuring our clients have screened, inducted and capable workers for vintage.”

As wine companies staff up for vintage this year, we explore the challenges, risks and best practice of workforce management.

Key challenges wine companies face staffing vintage

One of the primary workforce management challenges during vintage is the seasonal nature of the work. The demand for labour spikes during the grape harvesting period, requiring many workers to be recruited and trained for short periods of time, ranging from six weeks to three months depending on the role and the vintage.

While many of our wine regions are closer to cities, like the Barossa, McLaren Vale, the Yarra Valley and Mornington Peninsula, they are generally not convenient travel distances for many metropolitan workers, while areas such as the Riverina and Murray Darling are isolated. The tight local labour market for many wine regions is further exacerbated by housing shortages, limiting the number or people able to move to the area for work.

Another significant challenge is the need for specialised skills and knowledge. Vintage operations require workers who are not only physically capable but also knowledgeable about the intricacies of grape harvesting and winemaking. Finding workers with the right skill set can be difficult, especially in remote or less populated areas.

If not enough workers are available, the entire vintage operation can be jeopardised, leading to delays and potential financial losses. For those employers who believe they have enough workers, absenteeism can be an issue, particularly for young people and travellers also enjoying their summer.

Employment risks during vintage

The risks associated with workforce management during vintage can be higher due to the nature of seasonal work and staff shortages.

The three key risks that wine companies face during vintage are:

Workplace accidents
Incorrect payment of casuals
Damage to product

If sufficient recruitment, onboarding and supervision is not undertaken, the risk of workplace accidents during vintage can be significant. The increased volume of workers, physical nature of the work, long shifts and summer heat alone can increase the likelihood of injuries. However, this is increased because vintage workers are often made up of a high portion of young people and international travellers who are new to this type of work, and not familiar with Australian safety standards.

Furthermore, incorrect payment is common when a company payroll increases substantially. In our experience, these underpayments, often referred to as wage theft , are a result of inaccurate classification under the Award, or incorrect payment of overtime and allowances. This can lead to serious penalties for an organisation, even if the underpayment was unintentional.

Finally, inexperience in work environments can lead to mistakes, which may damage product during the harvesting and winemaking processes. This can have substantial financial implications for wine companies.

Best practices for vintage employers

While the challenges and risks of staffing vintage may feel overwhelming, there are some simple ways to overcome them, according to Kylie Forde.

“Having an effective recruitment and onboarding strategy and a culture for reporting near misses will enable you to effectively staff vintage and reduce risks. Where you don’t have the resources or expertise, whether this be for the entire recruitment and workforce management process, or just in payroll, outsource may be a better solution.”

She explains that for many of Acclaimed Workforce’s clients, outsourcing is cheaper than the unexpected costs and risks of recruitment and workforce management during vintage.

Best practice strategies employed by Acclaimed Workforce include:

Diligent screening and verification of licences and work rights
Comprehensive onboarding process that include an OHS assessment, drug and alcohol screening and site familiarisation
Recruiting and onboarding additional workers to manage absenteeism
Compliant workforce management systems including rostering and time and attendance
Comprehensive knowledge of Awards, with an expert payroll team to identify mistakes
After hours service to ensure replacements are arranged when employees are absent

Our processes have evolved and been refined since our first vintage 25 years ago, to ensure fast recruitment times and work ready, quality candidates.

If you need help for vintage, it’s not too late to reach out to Acclaimed Workforce (formerly CozWine), Australia’s leading wine recruiter. We have ready-to-work candidates available to join your team! Speak to a consultant today .

Underpaying employee entitlements: Australian businesses face prosecution for Wage Theft

Fri, 15 Nov 2024 01:52:43 GMT

In recent years, greater focus has been placed on prosecuting businesses that underpay their staff the appropriate wages and conditions that apply under industrial law. This action, known as Wage Theft, is defined as employers breaching their legal obligations under relevant Awards, Enterprise Agreements, and other provisions required under the Federal Fair Work Act and other relevant State and Federal legislation (e.g. Superannuation, Long Service Leave etc.).

Given the complexity associated with the multitude of industrial legislation across Australia, many employers do not intentionally breach their legal requirements. However, employers have an obligation to seek advice if they don’t have the internal knowledge to pay their employees correctly. Employers who willingly choose to underpay their employees may face criminal sanctions for such actions.

What are the consequences of wage theft?

Across Australia, businesses ranging from large multinationals to small business owners have faced prosecution for underpaying their employees.

Under the Fair Work Act , individual employers found guilty of intentionally underpaying their employees could face up to 10 years in jail or fines reaching $1,565,000. Conversely, corporations could face fines of up to $7,825,000 or three times the underpaid amount. This legislative penalty builds on state-based legislation such as the Victorian Wage Theft Act 2020 , which established penalties of up to $218,088 or up to 10 years in jail for individuals and a fine of up to $1,090,440 for companies.

Many Australian businesses have been prosecuted for underpayment of wages. Major Australian car dealer Eagers Automotive Limited (EAL) was recently required to pay $16 million as a back payment for wages and superannuation owed to numerous employees. Interestingly, for EAL, the financial exposure became evident when an audit was undertaken of employees previously employed by Automotive Holdings Group Limited (AHG).

Whilst EAL had not committed the underpayment, the liability converted to EAL upon acquiring AHG.

In addition, significant payments have also impacted World Vision ($6 million) and restaurant chain Din Tai Fung 's ($4 million). Further, prosecutions have been instigated against a range of small businesses, which includes a dietitian ($7,992), 21 restaurants, fast food and cafes on the Sunshine Coast ($223,107) and 38 food outlets in Perth ($769,475).

Other businesses, including builders, electrical services, baby retail businesses, passenger transport, and cleaning businesses, are currently facing prosecution.

Is your business at risk of facing prosecution for Wage Theft?

Many employers are unaware of the potential risks of underpaying their workers correct entitlement. Businesses are either unaware of their legal obligations or assume they are meeting them without adequately examining their arrangements. Further, many small businesses rely on their accountant's advice–many of whom may not have a sound knowledge of industrial law to provide sage advice.

Regardless, businesses are legally obligated to pay their staff correctly – and can face punishment for failing to do so.

To assist businesses in assessing the level of exposure in their organisation, consider the following questions to help identify if you are potentially at risk:

☐ Do you know what Award(s) apply to your employees?

☐ Do you have a copy of the Award and know its content?

☐ Do your employees work overtime/varying hours/weekends/public holidays?

☐ Are you aware of the relevant overtime/penalty/shift rates that apply under the Award?

☐ Have you accessed the most recent Award wage increase that applied on 1 July 2024?

☐ Do you keep appropriate employment (Time and Wage) records relating to your employees?

☐ Do you have appropriate employment contracts/policies and procedures for your staff?

Acclaimed Workforce can help to identify any potential underpayments in your business

Acclaimed Workforce’s Workplace Relations team can partner with your business to help identify a potential exposure. We offer a free 1-hour Underpayment Risk Assessment for your organisation to help identify potential exposure to an underpayment claim. This will include an initial assessment of the business's legal obligations as identified in the above dot points. This free assessment is part of a range of services the Acclaimed Workforce offers businesses across Australia, including employee engagement advice, workplace investigations, employment contracts, policies and procedures.

If you would like to discuss this further, please do not hesitate to contact Nick Wakeling, Manager of Workplace Relations, on 0466 517 798.

Spotlight: contingent workforce management

Tue, 15 Oct 2024 01:04:36 GMT

It is too early to gauge how the Closing Loopholes (No.2) Act 2024, which changes the definition of casual employment , is impacting businesses. However, anecdotal evidence indicates a shift towards permanent employment or delays in engagement, despite market uncertainty and pressing staffing requirements.

Whichever choices Australian employers are currently making, it is clear many are grappling with the reality of meeting business needs while ensuring compliance with this new employment legislation.

Nick Wakeling, National Workplace Relations Manager for Bayside Group & Acclaimed Workforce explains he has been having similar conversations with numerous Human Resources and Hiring Managers.

“Many organisations have opted for the traditional model of casual employment in the past because it provides the greatest flexibility. Yet depending on the circumstances, this was not necessarily the best option even prior to recent changes to the definition of casual employees,” says Nick. “Understanding this, we’ve developed a range of engagement options to optimise the effectiveness of contingent labour on-site, with the benefit of providing better outcomes for employers and employees.”

For Acclaimed Workforce, a recruitment and labour hire company specialising in manufacturing, warehouse and logistics, wine and administration, the goal is always to present engagement options that are relevant.

What is the definition of Casual Employment?

There are more conditions in place under the new definition of casual employment. When a person starts employment the employment relationship must have no firm advance commitment to ongoing work, taking into account a number of factors. Also, the worker must be entitled to a casual loading or specific casual pay rate under an award, registered agreement, or employment contract.

Whether there is a firm advance commitment needs to be assessed on the real substance, practical reality and true nature of the employment relationship, and other factors including but not limited to:

the employer can offer or not offer work to the employee (and whether this is happening)
the employee can accept or reject work (and whether this is happening);
it's reasonably likely there will be future work available of the kind the employee usually performs in the employer’s business, based on the nature of the business;
there are full-time or part-time employees performing the same kind of work in the employer’s business as the work the employee usually performs; and
the employee has a regular pattern of work even if it changes over time due to, for example, reasonable absences because of illness, injury or other leave.

Casual Employment

Casual employment is still a viable option for employers managing fluctuating workloads, changing shift requirements or short-term projects. However, it is essential that there is no requirement for a firm commitment from either party.

Allowing for quick onboarding, casual employment also has a notice period for termination of typically 24 hours, although this can be extended by mutual agreement. Casuals will be paid an hourly rate with applicable overtime depending on the relevant award.

This is beneficial when your business requires flexibility and employees are looking to make a quick dollar. However, the downsides can be the cost to employers and a lack of stability for employees, which may make a role less appealing. It also is not the most effective solution to contingent labour for medium to long-term projects.

Within Acclaimed Workforce’s areas of specialisation, casuals can still be a viable option, particularly when taking into consideration seasonal or sporadic shift work. However, for more experienced professionals or administration staff, alternative engagement options may be more effective.

Alternative Engagement Options

For longer-term projects or temporary requirements, Acclaimed Workforce utilises several options to enable our clients to engage professional individuals and teams with the relevant capabilities for longer periods.

These include on-hired permanent employment (ongoing and for a maximum-term) and independent contracting to help companies achieve their goals and comply with employment legislation in Australia. It is essential that this is implemented correctly to reduce the risks associated with contingent employment.

“Right now, we’re seeing some employers take unnecessary risks because their labour hire providers may not understand the nuances of the new definition and continue to provide options in the same format as before,” says Nick.

Acclaimed Workforce’s alternative contingent workforce models can provide longer-term flexible employment options for both agility and cost-effectiveness.

Through our affiliate company, Bayside Group, we are also able to sponsor international talent with skill sets not available in Australia as a holder of an On-hired Labour Agreement. Enables the hiring of skilled international candidates on Temporary Skill Shortage visa (subclass 482), ensuring access to specialised skills. Full-time and part-time employment is an option, but only for the duration of the specified term.

As a business, we’ve worked in this space for almost 50 years and our Workplace Relations team is in place to assist our clients to comply with employment legislation and minimise risk.

We take the time to understand what you are trying to achieve and present relevant options, highlighting advantages, risks, and costs so you can make informed decisions. To learn more, contact us today .

Does your workplace promote mental health?

Thu, 10 Oct 2024 04:22:35 GMT

This year on World Mental Health Day, the focus is on Mental Health in the workplace. In Australia, the conversation around mental health at work has gained significant momentum, and for good reason. A mentally healthy workplace is not just beneficial for employees but also for the overall productivity and success of an organisation.

Experiencing poor mental health is common in Australia – almost half of us will in our lifetime and 1 in 6 employees experience mental illness at any given time. Mental health issues can affect anyone, regardless of their position or industry. According to Safe Work Australia, mental health conditions are a leading cause of absenteeism and lost productivity in the workplace. In fact, they account for 11% of all serious workers' compensation claims.

For employers, these costs are significant with the average pay out for psychological injuries almost three times larger than the average pay out for physical injuries between 2019 and 2023 (the former rose from $32,769 in 2019 to $42,335 in 2023). Mental health conditions have become the leading cause of long-term sickness absence in Australian workplaces, which is estimated to cost the economy up to $12 billion a year. These statistics highlight the urgent need for workplaces to prioritise mental health and create supportive environments for their employees.

The introduction of legislation in recent years that addresses psychological safety and the right to disconnect are just two examples of the Australian government’s approach to improving mental health in the workplace. While compliance to these laws incorporates a proactive duty, there is more that organisations can consider.

We look at the World Health Organisation’s (WHO) core risks to mental health in the workplace and discuss three ways to reduce their impact by promoting mental health.

1. Review employee roles and job descriptions regularly

At work, risks to mental health may be related to job content or work schedule. Many of the key risks to mental health and work link to job design and capability, such as:

under-use of skills or being under-skilled for work;
excessive workloads or work pace, understaffing;
long, unsocial or inflexible hours;
lack of control over job design or workload;
unclear job role;
under- or over-promotion; and
job insecurity, inadequate pay, or poor investment in career development.

Educating managers about these risks and having conversations in regular one-on-ones is a great way to start the conversation and identify any risks, so that you can work through ways in which to address them collectively. It is important to regularly revise job roles, job descriptions and KPIs based on these discussions again in consultation, and deliver on promises so employees feel supported and empowered in their role.

2. Create a safe, supportive and inclusive workplace

Other risks to mental health in the workplace as identified by WHO relate to safety and inclusiveness, such as:

organisational cultures that enable negative behaviours;
unsafe or poor physical working conditions;
conflicting home/work demands;
limited support from colleagues or authoritarian supervision;
violence, harassment or bullying; and
discrimination and exclusion.

Organisations in Australia who do not provide a safe workplace face potential legal, financial and reputational consequences. It basically doesn’t make good business sense. However, this doesn’t mean they don’t occur, particularly when some aspects of psychosocial safety may be hidden.

Developing a mentally healthy workplace is multi-layered and requires fostering a culture of openness and support. Employees should feel comfortable discussing their mental health without fear of stigma or discrimination. Furthermore, they should know that reporting incidences will be taken seriously and not result in negative consequences. If you’re organisation isn’t conducting surveys that help to uncover psychosocial hazards (those that may harm an employee’s mental health), this might be the time to start. It will help you to gain an understanding of where you’re at and what to prioritise.

Workplaces can also implement policies that promote work-life balance. Flexibility in work arrangements can significantly reduce stress and improve mental well-being. What this looks like may differ significantly depending on the role and the organisation. Providing access to mental health resources, such as Employee Assistance Programs (EAPs), is also ideal. For smaller organisations, many providers offer ‘as needs’ fee structures to make these programs financially viable.

3. Lead by example

Leaders plays a critical role in promoting mental health in the workplace and cannot be effective without a genuine commitment. This includes modelling positive behaviour and influencing workplace behaviours according to the Diversity Council Australia (DCA). Modelling positive behaviours as a leader may involve demonstrating work/life balance or being vulnerable and open about your own mental health.

DCA also notes that employees from marginalised communities often face additional stress from microaggressions, tokenism, or outright discrimination, which leaders need to understand. Having a mental health condition, on top of belonging to a minority group, can create compounded feelings of exclusion. It is essential that leaders understand intersectionality in the context of mental health.

The approach to mental health in the workplace continuous to shift, so continuous education for leaders about mental health, and mental health first aid, can be advantageous for improving work environments and organisational responses.

By focusing on mental health in the workplace on World Mental Health Day 2024, we are reminded that mental health is a collective responsibility. Creating supportive and inclusive workplaces can help all employees to thrive and assist in reducing negative impacts on employee’s mental health.

Weaponised incompetence in the workplace

Tue, 08 Oct 2024 00:31:12 GMT

The term “weaponised incompetence” has become common on social media, with people sharing stories about how their partners use this strategy to avoid tasks. The perception that weaponised incompetence is on the rise in the workplace may simply be a result of increased awareness and discussion .

However, the implications of weaponised incompetence in the workplace are significant, requiring effective management. Weaponised incompetence can impact on productivity, working relationships, employee engagement and retention. It also has a significant impact on team cohesion, as other team members are forced to pick up the slack, leading to frustration and conflict.

If this sounds familiar, it is not surprising. You can probably think of an example of using weaponised incompetence in your personal or work life to avoid a minor responsibility, or perhaps you’ve encountered a master practitioner. In the long term, this behaviour can erode trust and morale within the team, and ultimately affect the overall performance of the organisation. Weaponised incompetence can not only create a toxic work environment but thrive in one.

We therefore thought it worthwhile to explore weaponised incompetence in the workplace, why it occurs and how to manage it.

What is workplace weaponised incompetence?

In the workplace, weaponised incompetence occurs when an employee feigns incompetence to avoid tasks or responsibilities. This behaviour can manifest in various ways, such as task evasion, consistently missing deadlines, justifying poor-quality work, or shirking responsibility for tasks deemed below or above one's pay grade. It can also be driven by a consistent lack of resources, or a resistance to or fear of change, which is more common in times of uncertainty like Australian employers are currently experiencing.

Signs of weaponised incompetence can include:

Repeated mistakes in tasks the person should reasonably know how to do.
Excessive need for help with seemingly simple tasks.
Lack of effort to learn new skills or manage tasks.
Frequent excuses for poor performance.
No improvement after repeated, specific discussions.

It generally isn’t a once off occurrence, or most employees would be guilty of practising it. In many cases, weaponised incompetence simply involves pretending to be less capable than one actually is.

Why does weaponised incompetence occur?

Weaponised incompetence can be a highly conscious or subconscious action. It is essential to understand the root causes of the behaviour in order to address it, as reasons can range significantly. While it is often assumed that weaponised incompetence is due to laziness or rebellion, this may not be the case. Fear of reprisal for high profile tasks, low confidence, or a lack of sufficient training can be underlying causes.

Key reasons for weaponised incompetence may be to:

Shirk responsibility: avoiding extra work or effort.
Avoid discomfort: offloading tasks they feel unequipped to tackle, or that cause anxiety.
Seek attention: or alternatively eliciting attention, sympathy, or support.
Maintain control: by either making a stand against the organisation, manager or a colleague and/or resisting change.

Like in personal relationships, weaponised incompetence may also be gendered in the workplace. For example, responsibility for boosting organisational culture or providing mental health support falls disproportionately to women . Male employees may be worried they will handle it poorly or recognise these are often less rewarded tasks, not responsibilities linked explicitly to corporate objectives.

How do you effectively manage weaponised incompetence?

Reducing occurrences of weaponised incompetence requires building a culture of learning, encouragement, self-sufficiency and accountability. This can be achieved through clear communication, setting expectations, providing training and support, and fostering a positive work environment.

However, a tailored approach will be necessary to address individual situations, and it is essential leaders have the knowledge, skills and systems in place to effectively performance manage and develop their people. One-on-ones are a good forum to discuss and recognise the patterns of weaponised incompetency, as it is essential to work together with the employee to identify and address root causes.

Where fear or low confidence are issues, mentoring and/or training will be required, along with modelling an environment where employees feel safe to take on responsibilities and make mistakes. However, when an employee believes a task is beneath them, helping the employee understand how undertaking this particular task contributes to or impacts on the team or the role is important. In some instances, compromise may be appropriate, such as providing support or reallocating another task.

Recognising and addressing weaponised incompetency early is also ideal. Research shows that employees want to work for a company that values fairness and transparency. If some employees get away with behaviours that others don’t, this will exacerbate the issue.

Putting a name to behaviours reflecting weaponised incompetency and understanding why it occurs is the first step. The aim for leaders is to address weaponised incompetence in the workplace to mitigate its negative impacts.

Acclaimed Workforce delivers specialist workforce management and recruitment services. Learn more .

Joe Galea: 35 Years in Recruitment at Bayside Group and Acclaimed Workforce

Thu, 26 Sep 2024 03:09:30 GMT

Thirty-five years in recruitment was never my plan as a young drafter, yet less than eighteen months after being employed by Bayside Drafting (now Balpara), I was seconded to the recruitment division and never looked back.

Even today, despite its now significant learning curve, many people continue to fall into recruitment as a profession, bringing their technical knowledge and skills. Robert Blanche, co-owner and Director of the Bayside Group and Acclaimed Workforce, was the person who encouraged me to ‘try’ recruitment. This year, he entrusted me and my colleague Wayne Eaton to take on General Management responsibilities so that he and business partner of 48 years, John Wilson, could semi-retire.

It's been a roller coaster of a journey, and I’ve found 2024 with its milestones and changes, to be a year of reflection.

How has the recruitment industry changed?

If I answered this question in detail, I could write a novel. In many ways, recruitment is almost unrecognisable. You can see in the photograph I don’t even have a computer sitting on my desk in the early to mid-1990s. We used paper files that took up half the office floor, a rolodex, print advertising in newspapers, the telephone and our memory to source and place engineers and technical professionals, either as a contractor or employee.

The two greatest differences today are technology and governance. While this is probably universal, it is worth pointing out that Australia’s employment legislation is arguably the most complex in the world. When taking into consideration changes and obligations relating to ER/IR, WHS and Payroll alone, it is momentous. And this is without the extensive workforce trends that have changed the way we collaborate and work. Bayside Group, as long-term members of the Recruitment & Consulting Services Associations, have played a key role in improving safety management and recruitment best practice during my time in the business.

In fact, many of these changes have made substantial differences to employees work and personal lives. Workers are now safer in the workplace, work under better conditions and many have more flexibility. Higher expectations relating to purpose, development and progression has also changed the way organisations operate. A noteworthy change specific to recruitment is the interview style – it has become more of a constructive discussion that facilitates a greater understanding of the candidate, how their skills, potential and aspirations fit with the team, organisational culture and strategic direction, creating more positive experiences and outcomes for candidates.

However, from a Bayside Group perspective, a lot of things have stayed the same. Our philosophy from my first day was to be specialists in specific disciplines and industry sectors, and to partner with organisations and candidates to help them reach their goals. That was a core part of our strategy 35 years ago and still is to this day.

Highlights, challenges and what drives me

There have been so many highlights it’s difficult to select just a few. I’ve been fortunate to have the opportunity to provide strategic, timely, and value-driven employment solutions across Australia and internationally. My role, which began in technical placement, evolved into customised workforce management services, incorporating workplace relations, international recruitment, and organisational alignments that drive growth and stability.

Throughout my career, I’ve had the honour of receiving recognition from our clients for key achievements. These include the Distinction Award, Best Relationship Award, and the Recognition Award for being a proactive supplier in recruitment and training services with Ford Motor Company of Australia. Milestones that reflect our commitment to excellence and long-standing partnerships. The Bayside Group team takes great pride in these accomplishments as they validate our dedication to delivering outstanding service and building strong client relationships.

One notable initiative has been our successful sponsorship of around 650 international workers through the 482 Visa Program (previously 457 visa), demonstrating our ability to leverage global talent to address local skills shortages. Through Bayside Group’s On-hire Labour Agreement, we have ensured that businesses can remain competitive and agile, even in the face of critical talent shortages.

Having spent so many years in recruitment, you recognise the cyclical nature of many of the challenges faced. I started just before the recession in the early 1990s, which possibly helped me build resilience for everything else. I’ve seen other significant downturns, most notably following the global financial crisis in 2008, candidate shortages country-wide and globally, and been impacted like many Australians from offshoring of manufacturing. For me personally, seeing the decline of automotive manufacturing in Australia was particularly difficult. And of course, the pandemic created challenges for all of us that we had never experienced before. However, these challenges also help you grow as a person and leader - they help to build empathy, understanding and creativity out of necessity.

Through all of this, I wouldn’t still be in this industry without the incredible relationships I’ve forged with clients, candidates and team members over the journey. There are so many people who have helped and supported me in my career, and it’s been amazing to be part of their careers in a small way as well.

Above all else, it is these partnerships that drive me to continue. I’m really excited about this next chapter as General Manager of Bayside Group and Acclaimed Workforce, and I’m committed to driving innovation and supporting the evolving needs of our clients and candidates.

Insights: Manufacturing in Australia

Thu, 26 Sep 2024 01:52:10 GMT

AI Group has this month released a Manufacturing in Australia, Performance Benchmark Report 2024 (The Report), providing insights into how the industry is adapting and operating post-pandemic.

The manufacturing sector in Australia has been undergoing significant transformations, driven by technological advancements, rising costs, changing consumer preferences, and global economic shifts.

According to The Report, manufacturing performance has strongly rebounded during and following the pandemic, with material increases in value-add, employment, exports, financial performance and capital expenditure. In fact, organisations have increased gross operating profit by 9.3% and real output growth of 4.1% from the previous year. However, employment while up since the pandemic, has declined by 1.4% over the last year.

We look at manufacturing employment trends, and other trends in manufacturing that may influence employment in the future.

Employment in Manufacturing

While there has been a 5% increase in manufacturing jobs since the pandemic, post-pandemic growth only partially recovers a 15% decline in jobs which occurred over the decade prior. In fact, manufacturing as a share of total Australian jobs has declined from around 10% at the turn of the century to just 6% by 2018.

The Report notes that Australia’s manufacturing workforce has consolidated into core subindustries. The workforce in the food, metals and machinery manufacturing subindustries is around 10-15% higher than a decade earlier, while the smaller branches of manufacturing, which includes thermoplastic foam casting (TFC) manufacturing, wood and timber products, and other durable consumer products have recorded a workforce decline of around 20%.

Over the last two decades, real manufacturing value-add has grown in QLD (16%) and WA (60%), which according to The Report reflects growing demand in these states’ industrial ecosystems, driven by the resource sector and population growth. Manufacturing value-add has declined in NSW and VIC by 15%, and in SA by 40% (the exit of the automotive industry and offshoring of much pharmaceutical manufacturing have played a role in these statistics).

The good news for manufacturing employees is that wages are growing at a similar rate to all private sector industries, increasing by 4.2% - the fastest rate since 2007. The manufacturing workforce has experienced the lowest turnover of all Australian industries, of just 8% which makes for a stable work environment. Furthermore, manufacturing has outperformed other industries with the gender pay gap in Australia, falling from 16.8% to 11.2% over the last decade, although there is still work to do.

This workforce consolidation reflects the broader Australian trend towards growth in higher value-add manufacturing subsectors.

Trends in Manufacturing

Significant trends that are impacting on manufacturing that will impact on employment include:

The composition of Australian manufacturing has shifted over the last decade toward the value-adding of primary products, such as food and metals.
Automation, artificial intelligence (AI), and the Internet of Things (IoT) are revolutionising production processes, leading to increased efficiency and reduced operational costs.
There has been a shift towards green manufacturing practices, with companies adopting eco-friendly materials and energy-efficient processes, as well as exploring circular economy models.
From a supplier perspective, organisations are sourcing locally more and diversifying suppliers to ensure continuity of operations. Additionally, digital supply chain solutions are being implemented to enhance visibility and agility.
Government initiatives and trade agreements are also playing a crucial role in facilitating market access and promoting Australian-made products globally.

As a result of these shifts, there is a growing emphasis on upskilling and reskilling workers to handle advanced machinery and digital tools.

Acclaimed Workforce can provide quality manufacturing staff to help build your organisational capability and meet future goals. Tell us who you’re looking for or get in touch for a confidential discussion today.

Spotlight: Employing people with disability

Wed, 25 Sep 2024 06:31:06 GMT

Last month, Diversity Council Australia (DCA) released a g uide to help employers capture disability data safely and respectfully .

People with disability are far more likely to be unemployed than people without disability. According to DCA, it is only very recently that participation in the labour force has improved by more than a few percent. Yet participation was still only at 61% in 2022 for people with disability compared with 85% for people without disability, and this does not take into consideration career opportunity or underemployment.

In fact, people with disability in Australia not only face higher unemployment rates, they face discrimination, lower income, and underrepresentation in leadership roles.

According to the DCA, non-inclusive recruitment is a major contributor, as is the treatment of people with disability in the workplace, who experience higher levels of discrimination and harassment. DCA states 1 in 5 people in Australia still think organisations should be able to refuse to hire people with disability.

If perception and education is an issue, it is up to us to change that. Germany for example, provides comprehensive rights and protections for people with disabilities, mandating that employers with over 20 employees must ensure that at least 5% of their workforce comprises people with disabilities. Non-compliance results in a compensatory levy, which funds various disability inclusion programs. This has increased participation and educated employees along the way.

The business case for inclusiveness

Research reveals a strong case for change to create disability-inclusive and accessible workplaces – for organisations and for people with disability. We know that diversity and inclusion is good for business , as it leads to increased profits, innovation and is better for mental health. When organisations embrace leading practices for employing and supporting people with disability, a study by Accenture in 2020 found, companies had 28% higher revenue and 30% higher profit margins than their peers not implementing best practice. People with disabilities are also innovative, because they have had to design ways in which they can participate in a society not centred around their needs. Examples of innovations include cruise control in vehicles, the phonograph, text or touch features on our phones, the electric toothbrush, and the internet.

DCA also claims employees with disability who work in inclusive organisations are four times more likely to feel work has a positive impact on their mental health, compared to employees with disability working in non-inclusive organisations. These are compelling arguments for organisations.

Understanding disability within your organisation

There are 5.5 million Australians (21.4%) with disability in 2024, which is up from 17.7% in 2018. This makes up a significant portion of the population and potential workforce. Several factors contribute to this substantial increase in just six years, notably a growing awareness of disability in Australia, a prevalence of some long-term health conditions and an ageing population. The reporting mechanism also changed to help people feel more comfortable to disclose their disability.

Asking whether your workforce is representative of the population is a good place to start. Realistically, many organisations may not know. Collecting disability status data in the workforce is crucial to addressing these challenges. Yet, 40% of employees with disability surveyed by the DCA say their current employer doesn’t capture this data and a third haven’t shared their disability status with their employer.

The DCA highlight four barriers that people have in disclosing disability:

Fear of discrimination and harassment
Impact sharing might have on career and leadership opportunities
Concerns about data privacy and safety
Lack of disability awareness and confidence in organisations

There are several actions organisations can take to prevent this according to DCA. Firstly, be more proactive on discrimination and harassment specific to disability, redefine what ‘success’ in your organisation looks like, ensure data privacy and safety and building disability awareness and confidence through training. This will also include ensuring your workplace is physically accessible and equipped with necessary accommodations, including assistive technologies and flexible work arrangements and inclusive recruitment practices. For larger organisations, employee resource groups can also be useful.

Case Study: SAP Autism at Work

For companies that are trying to become more inclusive, a specialised program that is relevant to the organisation can be another way to improve inclusiveness.

SAP, a global leader in enterprise software, launched Autism at Work in 2013 in India. They were the first global tech company to develop a program to leverage the unique abilities of people with autism. When neurodiverse perspectives are missing from the workforce, there is a lost opportunity for innovation and creativity. SAP were intentional about seeking these candidates and adjusting recruiting processes, removing the barriers to entry they frequently face.

Today, SAP has over 160 employees with autism in 14 countries, across 28 locations and in 25+ job types. They also believe it has helped their managers become better leaders and resulted in many employees being diagnosed as adults due to increased awareness.

Acclaimed Workforce and our affiliate brand, Bayside Group, work with our clients to help them reach their inclusivity goals. Learn how Acclaimed Workforce worked with Torresan Estate to provide a career path for Nathan in his own words.

If you are looking for inclusive recruitment assistance, talk to Acclaimed Workforce today .

Workplace Safety: Protecting New and Young Workers

Thu, 29 Aug 2024 07:26:00 GMT

As employers start recruiting for casual employment peaks leading up to and during the summer months in Australia, we place the spotlight on workplace safety for new and young workers.

Whether it be recruiting for vintage, or increasing manufacturing, warehouse and logistics staff to meet holiday demands, many young people will be entering the workplace for the first time.

Research suggests that new workers are most vulnerable in their first 90 days in the workplace. We take a look at the injury stats for new and young workers in Australia, and what employers can do to protect them.

Is there a greater risk of injury for new and young workers?

Yes, there is a greater risk of injury for new and young workers in Australia. Young workers, typically aged 15 to 24, are often at a higher risk of workplace injuries due to several factors according to YouthSafe . These include inexperience, lack of maturity, physical capacity, social factors, and insufficient education and training and have limited work experience. Other reasons include being less aware of WHS risks and responsibilities, a reluctance to ask questions or being overly keen to please, and not knowing how to protect themselves from injury, both physical and psychological. Additionally, young workers are more likely to be employed in casual jobs, which may limit the training provided, or lengthen the time it takes to build competency in the workplace. All of this increases their vulnerability to workplace injuries.

Recent statistics highlight the concerning rate of injuries among young workers in Australia. According to Safe Work Australia , 1 in 5 work injuries in Australia are incurred by young people under the age of 25 years. The cost of work-related injuries and illnesses to young workers in Australia is estimated to be $12 billion per year.

Additional statistics from Safe Work Australia show that over the past ten years, there have been more than 1,850 traumatic injury fatalities in Australian workplaces, and over 1,140,000 workers have made a serious workers’ compensation claim involving more than one week of working time lost. These statistics underscore the importance of implementing effective safety measures to protect young workers in the workplace.

Common Types of Injuries Among Young Workers in Australia

In looking at figures of 8,129 young workers injured at work who received income or medical support, the main mechanisms of injury among this age group include muscular stress while handling objects (24%), falls on the same level (15%), and being hit by moving or falling objects (9%).

Broken down further, Safe Work Australia lists common types of injuries among young workers to include:

Slips, trips, and falls : These are the most common types of workplace injuries.
Lacerations : Young workers employed in restaurants and grocery stores are at a higher risk of injury when working with box cutters, utility knives, sharp knives, and food slicers.
Burns : Common in the service industry, including retail and food services, where injuries often result from hot surfaces and liquids.
Heavy lifting : Injuries related to lifting heavy objects.
Contact with objects and equipment : Injuries from interacting with machinery and equipment.

By understanding these common types of injuries, employers can take proactive measures to create a safer work environment for young workers.

What can employers do to reduce risks of young workers getting injured?

Employers play a crucial role in reducing the risks of injuries to young workers. In addition to online and on-site inductions, here are some strategies that can be implemented in the first 90 days and ongoing:

Set Safety Expectations Early : From the start, set clear safety expectations and cultural norms. This includes identifying hazards, discussing mitigation strategies, and demonstrating the use of required personal protective equipment (PPE).
Assign Lower-Risk Tasks Initially : Assign new employees to lower-risk, lower-workload tasks initially to help them acclimate to the work environment safely.
Pair with Peer Mentors : Pair new employees with experienced peer mentors who can guide them in managing risks effectively.
Engage Front-Line Leaders : Ensure front-line leaders pay particular attention to new and young employees, reinforcing positive behaviours and addressing unsafe behaviours through regular safety conversations.
Provide and Reinforce Training : Ensure that young workers receive sufficient training specific to their job duties, equipment use, and site hazards. This training should be ongoing and regularly updated and include the five steps to take before starting a task: (1) stop if you see a risk or hazard, (2) ask yourself 'is it safe?', (3) ask could it hurt someone?, (4) speak up and (5) ask questions.
Create a Culture of Safety : Encourage young workers to participate in safety programs and initiatives such as toolbox talks, and ensure experienced employees model the right behaviours and attitude to these programs.

By implementing these strategies, employers can create a safer work environment for young workers and reduce the risk of injuries.

If you’re looking for assistance in managing your casual workforce, contact Acclaimed Workforce today.

Avoiding AI Bias in Recruitment

Wed, 28 Aug 2024 06:58:55 GMT

Artificial Intelligence (AI) has impacted almost every industry and function of organisations, and recruitment is no exception.

With the introduction of AI into more and more products in the last twelve months, it is becoming increasingly essential to grasp its implications for recruitment. Potential biases in relation to protected attributes in Australia has raised the most concerns.

Protected attributes are those attributes identified as being particularly vulnerable to discrimination and prejudice. Including the more recently introduced protected attributes , these include:

race, colour
sex
sexual orientation
age
physical or mental disability
marital status
family or carer's responsibilities
pregnancy
religion
political opinion
national extraction
social origin
breastfeeding
gender identity
intersex status
people experiencing family and domestic violence

In this article, we explore the issue of AI bias in recruitment and considerations for Australian companies to ensure fair and inclusive hiring practices.

Understanding AI Bias in Recruitment

AI bias occurs when algorithms used in recruitment processes produce unfair outcomes, often reflecting existing societal biases. These biases can manifest in various ways, such as favouring certain demographics over others, perpetuating stereotypes or rewarding those who have been afforded the most opportunity. For instance, if an AI system is trained on historical hiring data that predominantly includes candidates from a specific gender or ethnic background, it may inadvertently favour similar candidates in the future.

The consequences of AI bias in recruitment can be significant. It can lead to a lack of diversity in the workplace, which in turn can affect innovation, creativity, and overall company performance. Moreover, biased hiring practices can damage a company's reputation and result in legalchallenges related to discrimination.

Guidelines for Reducing AI Bias

To address AI bias in recruitment, the Diversity Council Australia (DCA) released guidelines last year to help employers select and deploy AI tools effectively. These guidelines emphasise the importance of considering diversity and inclusion when using AI in recruitment. Key recommendations include:

Team Up: Form diverse teams to leverage different perspectives and expertise in identifying and addressing biases.
Reflect: Regularly assess and reflect on the AI tools being used to ensure they align with diversity and inclusion best practice and goals.
Educate: Provide training for recruiters and HR professionals on how to use AI tools effectively and ethically, which may include reducing the level of reliance on AI.
Acquire: Select AI tools that have been designed with a focus on reducing bias and promoting fairness.
Decide: Make informed decisions based on a thorough understanding of the AI tools' design, algorithms, and data sets.

Considerations for Australian Employers

Australian employers need to be proactive in addressing AI bias in recruitment. Here are some key considerations:

Legal and Ethical Implications: Ensure compliance with employment discrimination laws and ethical guidelines when using AI in hiring processes.
Culturally Relevant Data Sets: Develop and use data sets that reflect the diversity of the Australian population to reduce biases in AI systems.
Human Oversight: Combine AI tools with human judgment to ensure a balanced and fair recruitment process.
Continuous Monitoring: Regularly monitor and evaluate AI tools to identify and mitigate any biases that may arise over time.

Understanding how your internal hiring managers or recruitment providers are utilising AI, and the level of human judgement involved is a key starting point. External recruiters represent your organisation, which means bias in the recruitment process can still lead to reputational damage for your organisation, even if the legal implications fall on the provider.

AI has the potential to transform recruitment processes, but it is crucial for Australian companies to be aware of and address the risks of bias. By following guidelines and best practices, organisations can harness the benefits of AI while promoting diversity, inclusion, and fairness in their hiring practices.

If you’re looking for an ethical recruitment provider, contact Acclaimed Workforce today.

What does the right to disconnect mean for employers?

Sun, 25 Aug 2024 23:02:16 GMT

Eligible Australian employees now have the right to disconnect from employment related contact outside of work hours.

Right to disconnect laws originated in France in 2017 in response to the declining health and wellbeing of workers resulting from technology shifts in the workplace that have blurred the lines between work and personal time.

In Australia, the Closing Loopholes (No.2) Act 2024 was passed earlier this year, which include the right to disconnect. This provision came into effect on 26th August 2024. It is essential to note the revised definitions of casual employees and independent contractors were introduced at the same time.

So how do employers comply?

The Act does not prevent employers from contacting employees outside of working hours. However, employees have the right to refuse this contact unless that refusal is unreasonable. This includes monitoring, reading or responding to contact from an employer or a third party.

Several factors must be considered when determining whether an employee’s refusal is unreasonable, including:

The reason for the contact.
Whether the employee is compensated or paid extra for:

o being available to be contacted to perform work within a specific period, or

o working additional hours outside their ordinary hours of work.

The nature of the employee’s role and level of responsibility.
The employee’s personal circumstances, including family or caring responsibilities.

The ‘right to disconnect’ also covers attempted contact outside of an employee’s working hours.

Does this apply to labour hire/on-hired employees?

In short, yes it does. These changes apply to on-hired workers, whether casuals, ongoing permanent employees or maximum term employees. The right to disconnect therefore will affect any contact that on-hired employees have with your staff, as well as with clients or other third parties who they may be required to interact with as part of their duties while working in your organisation. For example, an engineer who is working on an international project may have the right to disconnect from contact with a client if they are not compensated or paid at a higher rate for that time.

If you have any queries regarding the application of this new provision, please do not hesitate to contact Nick Wakeling, Workplace Relations Manager, on 03 9864 6000.

Significant employment legislation changes in August 2024

Wed, 31 Jul 2024 02:42:43 GMT

The passage of both the Closing Loopholes Act 2023  and the Closing Loopholes (No.2) Act 2024   have seen a flurry of legislative changes that will impact on the Australian industrial relations landscape. The 26 August 2024 is a critical date with the introduction of several significant changes.  In addition to introducing new minimum standards and protections for 'gig' economy workers plus additional rights for workplace delegates, the Act introduces critical changes relating to both casual employees and independent contractors.  Furthermore, it will also see the introduction of a new 'Right to Disconnect' provision.

What will change?

Regarding casual employees , the Act will see the definition of casual employment shift for new employees.  In essence, no longer will the principal reliance be based on the status of the employee's contract as confirmed in the Rossato case ; but will also incorporate the "real substance, practical reality, and true nature of the employment relationship".  This will include the communication with the employee prior to engagement, particularly relating to the regularity of hours to be performed plus the period of the engagement.

So, what does this mean in reality? Employers will no longer be able to simply rely on the employment contract to argue an employee is a casual. As a result, new employees may need to be engaged differently from 26 August 2024.

Further to the changes for casual employment, the definition of independent contractors  will also be varied.  No longer relying on the superiority of the contract applying to the relationship as confirmed in the Personnel Contracting  and Jamsek cases; the relationship will similarly be determined by the "real substance, practical reality, and true nature of the employment relationship".   This means that factors such as the nature of the work, autonomy, payment of remuneration, tax arrangements, control, hours of work, financial risk and the provision of work equipment will all be potentially considered. 

An employer can write to "eligible" independent contractors seeking to authorise the continuation of their current engagement, regardless of the nature of their employment. However, the independent contractor must meet an income threshold and agree to this arrangement in writing. Furthermore, the independent contractor can rescind this agreement at any point. The government has not yet provided information on what this income threshold for eligibility will be. It is essential to note that if an independent contractor earns less than the threshold, a business will need to reassess the employment relationship based on the new laws. The intent of this threshold is to protect lower income workers, often those participating in the gig economy. Higher income earners like engineering, technology and medical professionals will most likely be able to continue as independent contractors.

The other change which will impact Australian workplaces is the new "Right to Disconnect" .  Under these new provisions, eligible employees will have a new ‘right to disconnect’ from undertaking work activities outside of their usual business hours. In short, an employee can refuse to monitor, read or respond to contact from an employer or a third party after work.  An employee can continue to be contacted out of hours if it is deemed 'reasonable" in the circumstances. Reasonableness will consider factors such as the reason for the contact, whether the employee is compensated for out of work activities, the nature of the employee’s role and level of responsibility and the employee’s personal circumstances, including family or caring responsibilities.

Are you prepared?

Australian businesses need to be working through the impact of this legislation in their own organisation and preparing for the implementation of these changes.

With respect to both the engagement of casual employees and independent contractors, consider:

What has been the historical method of engagement in your business? 
Are casuals guaranteed both hours of work and tenure of service?
When engaging independent contractors, do they work autonomously and bear risk for the provision of services? 
In terms of written contracts, do they clearly outline the true nature of the engagement? 
Do they need to be updated for new staff?

With respect to the new right to disconnect, consider:

What type of contact occurs with staff outside of working hours? 
What types of engagement are deemed "essential v unnecessary"? 
What contact are your staff receiving from colleagues and clients out of hours? 
Do your employment contracts require variations?  Are your staff adequately remunerated for afterhours engagement? 
Do you need to confirm with your staff in writing these arrangements prior to 26 August?

Employers should be considering the answers to these questions in readiness for the application of the new legislation. Acclaimed Workforce will work with our clients to manage the impact of this legislation and help to navigate any required changes in engaging new employees after 26th August.

Our Workplace Relations team can assist you with these issues across your workforce. We work with organisations to ensure compliance, provide training, and review policies and procedures. To learn more, see our Workplace Relations Resources  or contact Nick Wakeling today on 03 9864 6000.

Talent mapping is critical for reaching strategic goals

Mon, 08 Jul 2024 05:04:42 GMT

Talent mapping enables organisations to align their talent with the business's strategic objectives to improve overall performance. Human resources professionals understand its importance to the organisational strategy. But do your organisation’s leaders?

How often have you seen a hiring manager make a hiring or promotion decision that, in hindsight, was based on convenience or necessity? It is more common than organisations would like to admit and is generally symptomatic of insufficient talent mapping. Yet the consequences can be significant to the business, particularly when considering the opportunity cost of realising strategic goals.

In this article, we discuss the benefits of talent mapping and best practice talent mapping strategies.

Benefits of talent mapping for organisational performance

Talent mapping enables organisations to identify and leverage the skills and capabilities of their people. By mapping out talent, leaders can gain a clear understanding of the strengths and weaknesses of their workforce. This information can then be used to make informed decisions regarding recruitment, training, and development initiatives.

While traditionally a human resources function, talent mapping is more effective when prioritised and embraced by all leaders. It helps identify high-potential employees who can be developed for future leadership positions, ensuring the right people are promoted or recruited.

Talent mapping offers several benefits for organisational performance:

Enhanced Recruitment: By understanding the skills and capabilities of the existing workforce, organisations can identify the gaps and target their recruitment efforts to fill those gaps. This ensures that the organisation attracts and hires individuals with the required skills and competencies to help it reach its goals.

Succession Planning: Talent mapping allows organisations to identify high-potential employees and develop tailored development plans to groom them for future leadership positions. This facilitates a smooth talent transition and minimises disruptions in key roles.

Improved Performance Management: Talent mapping can help organisations establish clear performance expectations by aligning individual goals with the business's strategic objectives. This clarity helps employees understand their roles and responsibilities, improving performance.

Strategic Workforce Planning: Talent mapping provides insights into the workforce's skills and capabilities, enabling organisations to plan for future talent needs. By identifying potential skill gaps, organisations can proactively address them through recruitment, training, and development initiatives.

Best practices for effective talent mapping

To ensure effective talent mapping, consider the following best practices:

Involve Key Stakeholders: Collaborate with managers and department heads to gather input and insights on talent needs and requirements.
Use Data and Analytics: Leverage data and analytics to identify trends, patterns, and gaps within the talent pool. This data-driven approach ensures objective decision-making.
Foster a Culture of Continuous Learning: Encourage employees to continuously develop their skills and capabilities through training and development programs. Setting specific learning and development targets can help make expectations clear and promote a culture of learning and growth.
Regularly Review and Update Talent Maps: Talent mapping should be an ongoing process. Regularly review and update talent maps to reflect organisational and workforce changes.
Communicate and Engage: Communicate the purpose and benefits of talent mapping to employees. Engage them in the process by seeking their input and feedback; talent mapping may identify employee skills and capabilities outside their current role's scope.

By following these best practices, organisations can maximise the effectiveness of their talent mapping initiatives and drive positive outcomes.

Addressing gaps and measuring impact

Not all gaps in skills and capabilities can be addressed through learning and development, particularly where urgency is required. Therefore, it is essential to look externally to address critical gaps and help streamline internal training and mentoring. In this instance, talent mapping of the market is also necessary to identify potential external talent for upcoming and future requirements. This should form part of a more holistic approach to talent mapping.

Measuring the impact of talent mapping on organisational success is essential to evaluate the effectiveness of talent management strategies. Some key metrics to consider include employee retention, performance improvement, your leadership pipeline and employee engagement.

If you need assistance with talent mapping the market or sourcing employees to address specific gaps, let us know what you are looking for or contact us for a confidential discussion today.

Five Steps to Develop your Career Plan

Fri, 05 Jul 2024 01:33:45 GMT

Like much in life, the best outcomes are achieved with careful planning, goal setting, and strategic decision-making. Your career is no exception. Drawing on Acclaimed Workforce’s extensive recruitment experience, we look at a roadmap to assist you in achieving your career aspirations, whether you’re starting out or considering a career change.

1. Understanding Your Values and Interests

Understanding your values and interests is an important first step in career planning. Take the time to reflect on what truly matters to you, your skills and what you are passionate about. This self-reflection will help you align your career goals with your personal values and interests, ensuring that you find fulfilment in your chosen career path.

Yale University recommends considering four elements in self-assessment:

Skills : Many transferable skills can be used in various industries and roles. An example is communication skills, one of the most ubiquitous, making them highly transferable.
Interests : Interests can change with age and experience; being mindful of your interests, in conjunction with your skills, personality, and values, is an important consideration in the self-assessment process.
Personality : Your personality influences the type of role that will suit you best. For example, an introvert may not thrive in a role requiring a lot of social interaction.
Values : Making choices consistent with your values is key to career satisfaction. Many people cite making a difference as an important value, but that looks different from person to person. It is important to understand your personal values and drivers.

Ask yourself:

What do I enjoy doing?
What are my strengths and weaknesses?
What are my core values?
Where do I want to be in 10 years?
What sort of lifestyle do I want to live?
What industries/sectors am I interested in?
What types of organisations would I like to work for?

2. Identify and Research the Options

The next step is identifying possible career paths. Many career paths require study and experience, so it is important to consider the prerequisites to avoid future roadblocks or additional time and expense to achieve your goals. When researching potential career paths, in addition to prerequisites and education, consider lifestyle considerations, typical salary ranges, and what it is like to work in those roles or industries. Education providers, professional organisations, employment websites such as Seek and Indeed , and our consultants are good sources for helping you refine your options.

Ask yourself:

My dream job is:
The prerequisites for this job are:
To be successful in this career, I will need to:

3. Developing a Career Action Plan

Once you have set your career goals, the next step is to prepare an action plan to guide your journey. Break down your goals into smaller, manageable steps and determine the resources and support you need to achieve them. Consider creating a timeline and setting milestones to track your progress.

In your career action plan, include strategies for acquiring the necessary skills and knowledge, such as enrolling in relevant courses or seeking mentorship opportunities. Review and update your action plan regularly as you gain new insights and experiences.

Ask yourself:

Are there time or timing issues I need to consider, such as an application process or length of study?
Is there training or mentoring in my current role that will assist me achieve my goals?
Are there any financial considerations I need to be aware of?

4. Networking

Networking is a crucial aspect of career planning. Building a strong professional network can open doors to new opportunities and provide valuable guidance and support. LinkedIn is an invaluable tool for professional networking, providing you the opportunity to link with other people in your chosen field. In addition, consider attending industry events and joining professional organisations.

Ask yourself:

Who do I know in this field?
Who can I contact for advice on next steps?
What professional networks and or organisations will best facilitate my career aspirations?
What events could I attend to develop skills and expand my network?

5. Evaluate and Refine Your Career Plan

Regularly evaluating and adjusting your career plan is essential for staying on track and adapting to changing circumstances. Reflect on your progress and reassess your goals as you develop knowledge, experience and skills and be open to making adjustments.

Ask yourself:

Am I progressing in my plan as expected? If not, how can I adjust to get back on track?
Is this path still aligned with my values and interests?
Have any new opportunities or challenges emerged?

Ultimately, career planning is dynamic, so it is critical to be flexible to best navigate the ever-evolving professional landscape.

Acclaimed Workforce’s recruitment team can assist you with refining your career plan and aspirations, including a range of free career resources . To discuss your specific situation, contact our local team today.

Workplace Relations Spotlight: Complaints and Investigations

Wed, 26 Jun 2024 06:05:59 GMT

Recent changes to employment legislation require Australian businesses to proactively address inappropriate workplace behaviour. As a result, the risks relating to reputational damage and financial consequences have never been greater. Yet case rulings continue to highlight organisations that are failing not only in their positive duty, but also in managing complaints effectively.

Nick Wakeling, Workplace Relations Manager for Acclaimed Workforce, says that in his experience, organisations will have less complaints resulting in investigation when:

1. It is consistently demonstrated that the organisation does not tolerate inappropriate behaviour

2. Policies and procedures are compliant, clear and understood

3. Leaders understand the legislation and address issues immediately in line with company processes

“The most common reasons for inadequate responses to complaints are a lack of understanding of their seriousness, a lack of management training, or a tendency for managers to avoid conflict,” explains Nick. “Brushing off a complaint or hoping that it will resolve itself can lead to significant implications for the organisation and the employee/s involved.”

So why do organisations find managing complaints effectively, difficult? We look at common reasons issues occur and escalate in the context of bullying and sexual harassment.

Workplace Bullying

Bullying occurs at work when a person or group of people repeatedly behave unreasonably towards another worker or group of workers, and the behaviour creates a risk to health and safety. Examples include behaving aggressively towards others, teasing or playing practical jokes, pressuring someone to behave inappropriately, excluding someone from work-related events and unreasonable work demands. This is not discrimination; bullying doesn't have to be related to a person’s or group's characteristics, and adverse action isn’t a stipulation.

For employees, it is important to note that reasonable action taken by management is not bullying. An employer or manager can:

Make decisions about poor performance
Take disciplinary action
Direct and control the way work is carried out

However, leaders should understand that management action that isn't carried out reasonably may be considered bullying. Bullying complaints can have long-term psychological effects on complainants that may be compounded if mismanaged, leading to significant Worker’s Compensation claims and even legal action.

According to Nick Wakeling, regardless of the perception of management and co-workers, the experience of the victim is paramount. If someone believes they have been bullied, this is something that an organisation needs to take seriously, even if it doesn’t fall within the technical definition of bullying, because this impacts an individual’s health and wellbeing.

While explicit bullying is more generally understood, it is often more nuanced bullying that is dismissed, leading to investigations and often cultural or systemic problems that have a major impact on organisational performance and reputation. Examples Nick lists include employees feeling as though they’ve been isolated from the rest of the team, people perceiving that they have been repeatedly treated more harshly than their colleagues by their manager, for no reasonable reason, or being the object of jokes. Managers often dismiss these scenarios without understanding the full definition of bullying in the workplace. This understanding is necessary for swift identification and corrective actions relating to inappropriate behaviour.

Sexual Harassment

The Fair Work Act defines sexual harassment as an unwelcome sexual advance or request for sexual favours to the person who is harassed or other unwelcome conduct of a sexual nature in relation to the person who is harassed. It must be reasonable to expect the person being harassed would be offended, humiliated or intimidated and the behaviour doesn’t have to be repeated or continuous.

Misinterpretation can occur when ‘reasonable’ is viewed subjectively (i.e. aligned with perceptions), rather than specific outlined behaviours. Furthermore, many people are not aware a person could also experience sexual harassment by being exposed to or witnessing this kind of behaviour toward a third person. It is also important to note that the intent of the alleged harasser doesn’t matter. In investigations, it is common for the accused perpetrator to justify the behaviour because they didn’t mean anything by it.

With new positive duty obligations under the Sex Discrimination Act, senior leaders need to understand and recognise unlawful conduct. Leaders are responsible for ensuring appropriate measures are taken, updated, reviewed and communicated to workers. Importantly, they should role model respectful behaviour and set the standard for equality and inclusion. It is also beneficial for all employees to receive training and regular updates about sexual harassment in the workplace. This significantly reduces the gap between employee perceptions of what is acceptable and what is acceptable under the Act. It facilitates behavioural change and ensures everyone in the organisation has a common dialogue they can use to voice concerns.

Often, investigations into sexual harassment will uncover repeated behaviours that have not been reported for fear of consequences or have been previously dismissed by the manager when reported. Nick believes organisations need to understand how their leaders respond. “Consistency is essential when an employee discloses a situation to a manager. How are your leaders receiving the information, and what are they doing about it?”

Another area that can lead to complaints and investigations is after-hours incidents and personal relationships. Many organisations have changed the way they sanction functions in recent years, but it’s important to reflect company expectations in policies and procedures relating to engagement in work-related social settings, including social media.

Effective complaint management

Best practice, according to HRM , is to:

Consult with workers about existing and proposed complaint handling measures within the organisation.
Implement a workplace policy that sets out the organisation’s complaint handling procedure
Implement a “bystander” policy
Regular and continuous communication

When a complaint is made, it is critical to undertake a risk assessment to determine whether any workplace adjustments are required to protect the safety of the complainant and ensure confidentiality. It may be necessary to temporarily change reporting lines, direct one of the parties to work from home, or in serious cases, suspend the alleged perpetrator from work while the investigation is undertaken.

It is also essential to decide whether the investigation will be undertaken internally or by an independent party. Some investigations can be as simple as conducting a desktop review internally, while others may require technical advice or independence that the organisation cannot provide. An investigator needs to be impartial, which means they shouldn’t have an actual or perceived conflict of interest.

Acclaimed Workforce's Workplace Relations team can assist you with investigations. We work with organisations to ensure compliance, provide training, and review policies and procedures. To learn more, see our Workplace Relations Resources or contact Nick Wakeling today on 03 9864 6000.

Workplace safety: do your employees report all incidents?

Tue, 25 Jun 2024 03:31:57 GMT

Most Australian organisations take workplace health and safety seriously and understand reporting incidents is essential for maintaining standards and preventing future incidents. But do your employees report all relevant incidents?

“Organisations often assume their employees understand what to report. Yet it is commonly only incidents that require treatment or hazards impacting on employees performing their job that are reported,” says Sarah Will, Injury Management and Safety Manager, Acclaimed Workforce.

By promptly reporting accidents, injuries, or near misses, workers can help identify potential hazards and implement necessary preventive measures. Furthermore, incident reporting provides valuable data that can be analysed to identify trends and patterns, allowing employers and safety professionals to develop targeted strategies for risk reduction. It helps in understanding the root causes of incidents and implementing effective controls to prevent similar incidents in the future.

When successful and supported by effective safety management and maintenance processes, reporting can assist organisations in significantly reducing incidents. For many organisations, WorkCover premiums can constitute a substantial overhead. According to Sarah, incident reporting becomes an effective way to improve employee wellbeing and reduce costs.

What are the challenges employees face in reporting incidents?

There are many challenges organisations need to consider in relation to incident reporting. This starts with identifying the actual barriers faced by employees. These may include:

Fear of retaliation : Workers may hesitate to report incidents due to fear of retaliation or negative consequences. While it may not occur across your organisation, remember one or a few supervisors or leaders can create barriers.

Lack of awareness or understanding: Some workers may not fully understand the importance of incident reporting or be unaware of the reporting procedures.

Time constraints: Reporting incidents can be time-consuming, especially for workers already busy with their primary job responsibilities.

Language barriers: In multicultural work environments, language barriers may hinder incident reporting because employees don’t fully comprehend safety inductions and training and/or cannot complete the required documentation.

Perception of reporting as unnecessary or futile: Some workers may perceive reporting incidents as unnecessary or futile, especially if they believe nothing will be done to address the reported issues.

Lack of documentation or evidence: In some cases, incidents may go unreported due to a lack of documentation or evidence.

Inadequate reporting systems: If the incident reporting systems are cumbersome or not user-friendly, workers may be less likely to report incidents.

If you do use a labour hire/recruitment company, it is also essential to remember your dual responsibility. As the Host Employer, don’t assume the labour hire company (the employer) is aware.

Why incidents should be reported

According to Sarah Will, creating a mindset where overreporting is preferred to underreporting takes continuous effort but is worth it. It is understandable why employees can be confused about reporting, as it is easy to dismiss minor incidents and near misses.

For example, we had an incident where an employee knocked their elbow on an adjustment knob and a few days later, their elbow became inflamed, resulting in afterhours medical assistance and time off for recovery. When investigating the incident after treatment, it became evident that other employees had bumped their arm/elbow, but no one thought it was necessary to report it. If it had been reported, it would have been assessed and addressed before this incident.

Sarah also says another common occurrence is back strain due to prolonged physical activity. Most organisations rotate employees from one task to another to prevent strains from repetitive activity. However, if every employee is not clear on what to do if they are not relieved from a task, it can lead unnecessarily to back strain.

“It is often the near misses and hazards that become incidents unnecessarily,” says Sarah. “Everyone is responsible for safety, both employers and their employers. It is a key component of any job.”

Fostering an incident reporting culture

So, how do you develop a culture that encourages incident reporting? It starts with incorporating safety into your strategy, ensuring all people leaders are clear on their responsibilities, and modelling safety behaviours. Promoting open communication, providing regular and ongoing education and training, recognising and rewarding efforts to reinforce the desired behaviour, making reporting easy, following up on reports and providing feedback are necessary elements. Sharing examples during meetings and toolbox talks can clarify expectations and get people thinking.

It is also essential for employees to see actions resulting from reporting incidents so they know reporting will result in change.

Work Safe Australia and state-based authorities offer a host of resources. Acclaimed Workforce assists clients with resources and safety management support. For further information, contact us today .

Asking the right questions in an interview can help you secure your dream job!

Mon, 10 Jun 2024 23:53:15 GMT

You are at the final stage of a job interview process. You have diligently prepared, researched the company, understood the role, and practised responses to the most common interview questions. A final, often forgotten element is asking insightful questions.

As a recruitment firm, we understand the importance of asking the right questions as they can leave a lasting impression and increase your chances of success. In this final instalment of our job interview series, we look at questions you can ask to demonstrate your interest, understanding, and suitability for the role.

1. Can you tell me what would a typical day look like?

Asking about the specific tasks and responsibilities involved in the job shows that you are genuinely interested in understanding what the role entails. It also allows you to evaluate whether your skills align with the position's requirements.

2. What are the essential qualities or skills you are looking for in an ideal candidate?

By asking this question, you can highlight your strengths and demonstrate how your qualifications align with the employer's requirements. It also provides an opportunity to address any potential concerns they may have.

3. How would you describe the company culture and work environment?

Understanding the company culture is crucial for determining whether you would thrive in the organisation. This question shows that you value a positive work environment and are interested in how you would fit into the team.

4. Can you share examples of the company's recent successes or projects?

This question demonstrates that you have researched the company and are genuinely interested in its achievements. It also provides an opportunity to discuss how your skills and experience can contribute to future projects.

5. What opportunities for professional development are available within the company?

Employers highly value showing a desire for growth and continuous learning. Asking about professional development opportunities demonstrates your commitment to self-improvement and long-term success with the company.

6. How does this role contribute to the overall goals and strategic direction of the company?

Understanding how your role fits into the bigger picture shows that you are focused on your job responsibilities and the company's objectives. It highlights your ability to align your work with the organisation's goals.

7. What are the next steps in the hiring process?

Asking about the next steps in the process demonstrates your eagerness to move forward and your interest in the position. It also allows you to follow up appropriately after the interview.

By asking these insightful questions, you can convey your enthusiasm, understanding, and suitability for the role, leaving a positive impression on the interviewer.

Close the Interview Strongly

Ending the interview on a strong note will leave a lasting impression on the interviewer and can significantly impact your chances of success. Take this opportunity to reiterate your interest in the role and leave a positive impression. Consider asking questions such as:

Is there anything else I can provide or clarify to help with your decision?
When can I expect to hear back about the hiring decision?

Finally, take the time to thank the interviewer for their time and express your enthusiasm for the opportunity.

For more information on job interviews, download our  Ultimate Interview Guide and contact us   to discuss your career goals with a specialist consultant or review current jobs available here . Good luck!

Understanding Australia’s newest protected attributes

Thu, 30 May 2024 02:44:43 GMT

We will explore the latest protected attributes in Australia and their implications under the Fair Work Act, including breastfeeding, gender identity, and intersex status.

With so many changes to the Fair Work Act in the last eighteen months , hiring managers and people leaders may have missed some. In December 2022, Australia recognised and introduced three new protected attributes to ensure equal rights and protections for individuals with unique characteristics. These new protected attributes include breastfeeding, gender identity, and intersex status.

What are the protected attributes in Australia?

Protected attributes in Australia refer to characteristics or traits protected by law to ensure equal treatment and opportunities for all individuals. These attributes are identified as being particularly vulnerable to discrimination and prejudice. By protecting these attributes, Australia aims to create a society where everyone can fully participate and thrive, regardless of their differences.

The protected attributes under the Fair Work Act are now race, colour, sex, sexual orientation, age, physical or mental disability, marital status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction, social origin, breastfeeding, gender identity, intersex status and experiencing family and domestic violence . These attributes are safeguarded by anti-discrimination laws and legislation that prohibit unfair treatment or discrimination on these grounds.

Understanding and respecting protected attributes is crucial in promoting a diverse, inclusive, and equitable society. It requires individuals and institutions to challenge stereotypes, biases, and prejudices and to actively work towards creating an environment where everyone feels valued and accepted.

The introduction of new protected attributes, such as breastfeeding, gender identity, and intersex status, has had a significant impact on the rights and protections afforded to individuals in Australia.

Pregnancy and Breastfeeding

By recognising breastfeeding as a protected attribute, the Australian government acknowledges the importance of supporting and accommodating breastfeeding mothers. This extends protections for mothers beyond pregnancy and recognises the benefits of breastfeeding to individuals' health and the well-being of their children.

Examples of discrimination may include:

an employer not selecting the most qualified person for a role because they are pregnant or breastfeeding
an employer refusing to provide a private, clean space for a mother to express breast milk
an employer dismisses an employee when they tell their manager they’re pregnant
a pregnant staff member being pressured not to take time off to attend scheduled check-ups
refusing to consider reasonable adjustments, such as allowing a pregnant staff member to sit while working
an organisation restructuring its roles to make a pregnant woman redundant

This recognition helps ensure breastfeeding mothers are not unfairly treated or discriminated against in various aspects of their lives, including employment, education, and public spaces.

Gender Identity & Intersex Status

The recognition of gender identity as a protected attribute aims to promote the rights and well-being of transgender and non-binary individuals to live authentically and be treated with dignity and respect. This means that individuals who identify as a gender different from the sex assigned to them at birth are protected from discrimination and prejudice.

The recognition of intersex status as a protected attribute acknowledges the unique needs and experiences of intersex individuals; those born with biological variations in their sex characteristics that do not fit typical binary notions of male or female due to physical, hormonal or genetic features. It promotes understanding and respect for their rights and helps create a society that values and supports diversity in sex characteristics.

Discrimination is when someone treats you unfairly, including bullying you, because of your gender identity or intersex status. Examples of discrimination may include:

application forms that ask for binary gender options
refusing to call someone by their preferred name or use their preferred pronouns
refusing to let someone use the toilets that align with their gender identity
passing over someone for a job or promotion because of their gender identity

Where an employee does disclose their intersex status to the employer, it should be assumed confidential. Workplace discrimination and malicious gossip can be damaging and traumatic , creating a very hostile environment for anyone exposed to such behaviours, which may include questioning an individual’s gender, asking inappropriate questions or using inappropriate terminology to refer to the person.

Please note that the Equal Opportunity Act contains some exceptions that mean it’s not against the law to discriminate in specific circumstances, such as where there is a real risk to someone’s health, safety, or property. We acknowledge that navigating these new protected attributes may be challenging for organisations, particularly as the courts will determine their application over time. This means employers may face situations where there are no clear answers yet regarding how to proceed.

Overall, these recent changes to protected attributes reflect Australia's commitment to equality, inclusivity, and human rights. However, they can also intersect with psychosocial hazards , which under Workplace Health and Safety laws, all Australian workplaces have an obligation to minimise risks to exposure.

If you need assistance updating policies, procedures and training related to protected attributes, contact our Workplace Relations team today or call 03 9864 6000.

Engaging techniques for new hires

Tue, 21 May 2024 02:16:42 GMT

Five simple ways to engage new employees and foster a positive work environment.

Any Human Resources professional will espouse the importance of effective onboarding for engagement and retention. Yet companies, and more specifically people leaders, still get it wrong. There are many reasons why this can happen; lack of onboarding processes, a failure to tailor to individual needs, inadequate communication and feedback, limited integration of technology and a lack of prioritisation, to name just a few.

Bayside Group consultants are in regular contact with both the employer and the candidate throughout the onboarding process, which places them in a unique position to identify trends across diverse organisations. Here, we share five simple ways to engage new employees and foster a positive work environment.

1. Creating a Welcoming Onboarding Experience

Creating a welcoming onboarding experience is crucial to making new hires feel comfortable and valued from the start. This can be achieved by providing a clear and organised onboarding process that introduces new employees to the company culture, policies, and procedures. Additionally, a warm and friendly welcome from colleagues and managers can go a long way in helping new hires feel included and supported.

During the onboarding process, it is essential to provide new hires with all the necessary resources and information they need to succeed in their roles. This may include providing access to training materials, introducing key team members, and assigning a mentor or buddy who can guide them through their first few weeks on the job. Where employees are willing to help and respond to questions in a timely way, it significantly improves the experience.

2. Implementing Mentorship Programs

Implementing mentorship programs can greatly benefit new hires by providing a support system and source of guidance, whether that be navigating the role, the function of different departments or personalities. Mentors can offer advice, share their experiences, and help new hires navigate the challenges of their new roles. This will help new employees feel more confident and connected to the organisation.

When implementing mentorship programs, it is important to match mentors and mentees based on their skills, interests, and goals. Regular check-ins and opportunities for mentors and mentees to meet and discuss their progress can also enhance the effectiveness of the program.

3. Promoting Team Building Activities

Promoting team building activities is a great way to foster camaraderie and collaboration among new hires and existing employees. These activities may include team lunches, off-site outings, collaboration sessions or team-building exercises, yet it is worth noting that the nature of these activities will depend on the team. Some activities can alienate team members, so choosing activities that are effective in building stronger relationships is key.

Team building activities also provide an opportunity for new hires to showcase their skills and contribute to the team outside of their core tasks, which may be narrower initially. This can help them feel more valued and recognised for their abilities.

4. Providing Continuous Feedback and Recognition

Providing continuous feedback and recognition is essential for engaging new hires and helping them grow in their roles. Regular feedback sessions can help new employees understand their strengths and areas for improvement and provide them with the necessary guidance to succeed.

Continuous feedback also provides leaders with opportunities to improve the employee experience by overcoming barriers; whether that be timely information, resources required to excel or additional training. With employees are experiencing significant change in the workplace even if they aren’t new hires, continuous feedback is fundamental to engagement.

In addition to feedback, it is important to recognise and celebrate the achievements of new hires. This can be done through verbal praise, written acknowledgments, or small rewards. Recognising contributions can motivate new hires and make them feel valued and appreciated.

5. Encouraging Professional Development Opportunities

Encouraging professional development opportunities for new hires can help them enhance their skills and advance in their careers. Providing access to training programs, workshops, and seminars demonstrates the organisation's commitment to employee growth and development. It also goes a long way to demonstrating trust in new employees.

Additionally, offering opportunities for new hires to take on challenging projects or assignments can help them develop new skills and gain valuable experience. This can not only benefit the individual employee but also contribute to the overall success of the organisation.

Organisations that have a culture for welcoming new hires, and processes to help streamline engagement are more likely to improve the employee experience and their contributions to the business. For further information on engaging employees, check out the Good Workplace Guide .

Bayside Group is an award-winning recruitment organisation that has serviced Australian companies for almost fifty years. If you need help hiring new talent, get in touch today .

Mastering Job Interview Questions

Thu, 02 May 2024 00:38:58 GMT

Congratulations! You’ve made it to the interview stage of the job application process. But now comes the pivotal moment where you must showcase your skills, experience, and personality to secure the role.

In this, the second instalment of our interview series, we focus on mastering interview questions. While every interview is unique, some common questions often appear. Let’s delve into these questions and explore ways you can respond to leave a lasting impression on your potential employer.

1. Tell me about yourself.

This seemingly simple question often catches candidates off guard. It is an excellent opportunity to connect the dots on your resume so the interviewer understands what you have done and why. Focus on highlighting your professional journey, relevant experiences, and key achievements. Keep it concise, engaging, and tailored to the job you’re applying for.

2. What are your greatest weaknesses?

This can be a daunting question that you need to get right! While it is essential to be authentic and honest, your response should be strategic and not self-sabotaging. Harvard Business Review suggests reimaging your weakness to challenges. In answering this question, choose a skill that you are overcoming with training (which allows you to end your answer on a positive note) and ”stay away from overdone and perhaps concerning examples like ‘perfectionism’ or ‘being a workaholic’, as well as weaknesses that are just strengths in disguise (‘Sometimes, I work too hard/research too much/consider too many ideas).” The weaknesses you select should be able to be overcome with training and development.

3. Why do you want to work here?

Interviewers often ask this question to determine whether you took the time to research the company. Indeed recommends doing “your homework and learning about their products, services, mission/purpose, history and culture”. In your answer, highlight the aspects of the company that appeal to you and align with your values and career goals. If you don’t understand their strategic direction, keep this broad in case you pinpoint something specific that the organisation may be changing.

4. Why are you leaving your current job?

The best approach to answering this question is to focus on the positives. In his LinkedIn article , Jeff Haden suggests focusing on the positives a move will bring, such as wanting to achieve, learning, and accomplishing. Don't talk about how difficult your current boss is, how you don’t get along with your coworkers, or badmouth previous employers. In preparing your response to this question, be thoughtful and give your interviewer confidence that you’re deliberate about this job change.

5. Describe a challenging situation you faced at work and how you overcame it.

Employers want to gauge your problem-solving skills and resilience. Choose a challenging but manageable scenario and structure your response using the STAR method (Situation, Task, Action, Result). Focus on highlighting your ability to remain calm under pressure and how you effectively and efficiently resolved the issue.

6. Where do you see yourself in five years?

This question evaluates your long-term career goals and your commitment to professional growth. Indeed Career Guide recommends aligning your response with the role trajectory and the company — express enthusiasm for opportunities to develop your skills and take on increasing organisational responsibilities.

7. How do you handle constructive criticism?

Employers value candidates who are open to feedback and willing to learn and grow. Share a positive experience where you embraced constructive criticism and used it as an opportunity for self-improvement. Emphasise your ability to listen actively, reflect on feedback, and adapt.

8. What are your salary expectations?

Many will find this question tricky, but employers ask it to ascertain your worth—your skill level and experience in the industry — to ensure you match the role you are applying for. Seek advises researching similar roles, so you know the salary and then adding a small margin, which provides room for negotiation. Make sure you’ve considered all elements of your current package; if you’re referring to a base salary, or base + Superannuation rather than total salary package, be specific so there’s no confusion.

The key to performing well in an interview is research, preparation and demonstrating interest in the company and role. Research the company, the role and who will be conducting the interview (LinkedIn is a great place to start for this). Consider the likely questions you will be asked and practice your answers, considering the relevance of your responses. With this research and preparation, feel confident that you will present yourself well in showcasing your experience and suitability for the role and will leave a positive impression on your potential employer. For more information, download our Ultimate Interview Guide . Good luck!

Causes of toxic behaviour in the workplace

Wed, 03 Apr 2024 03:05:30 GMT

Have you recently heard a friend or family member refer to their work environment as toxic? Most people would answer yes. Yet, when you ask human resources or leaders the same question, they will be more likely to explain how the overall feedback relating to organisational culture is positive or demonstrates significant improvement.

It can be argued there has never been a time when a greater focus on organisational culture has occurred in Australia. This is supported by numerous government initiatives to legislate these improvements, like the Fair Work Legislation Amendment ( Closing Loopholes No.2 ) Act 2023. So why is there a disconnect?

McKinsey's research suggests a disconnect exists between how employees and employers perceive mental health and well-being in organisations. This study across 15 countries found that employers tend to overlook the role of the workplace in driving employee mental health and wellbeing, engagement and performance. Work environments can lead to toxic behaviour, often in isolated pockets – at a site, within a team or from just one individual. In these circumstances, a workplace is not created equal for all employees, despite the efforts of senior leaders and human resources. Microcultures are common in organisations, where one group within a larger organisational culture has beliefs or interests at variance with those of the larger culture; they can be unifying, divisive or both.

While different aspects of toxicity, such as disrespect, unethical behaviour, and abusive management are symptoms of toxic cultures, the same three factors are the most powerful predictors of toxic behaviour in the workplace: toxic leadership, toxic social norms, and poor work design.

1. Toxic Leadership

Leaders are usually the first place that blame is pointed when a culture becomes toxic, and rightly so. With more than 60 percent of negative workplace outcomes due to toxic workplace behaviour, it is the responsibility of leaders to address issues quickly and effectively.

Employees look to leaders for guidance on culture but tend to discount lofty statements about abstract values. Instead, they closely observe what leaders do for signals about what behaviour is encouraged, expected, and tolerated. Therefore, they don’t understand when leaders fail to address toxic cultures or behaviours in the organisation, which impacts morale significantly. Most people have an innate sense of what is fair or just, which is why performance suffers when employees believe a situation is unfair. This real or perceived injustice often seems worse when much of the organisation has a good culture. Over time, this can lead to distress or toxic behaviour by the impacted employee/s.

Unfortunately, many employees feel uncomfortable expressing concerns about toxic leadership in company surveys or directly with their manager. This is why how an organisation measures culture is critical – averages can be disadvantageous for employees experiencing toxicity, which means drilling down into sites, divisions, and teams is essential. Complementing this approach with coaching to enhance leader awareness and attitudes is recommended.

2. Toxic Social Norms

Social norms describe what is deemed acceptable in the workplace. Leadership and social norms are very often intertwined, but not always.

A common example is a microculture created by high-performing sales teams. In such a team, which may contribute significantly to organisational growth and even innovation, the rules may start to differ over time because leaders don’t want to disrupt outcomes. Yet this can create an individualistic culture in an otherwise team environment. It can also result in a reluctance for leaders to correct inappropriate behaviour or a lack of conformance to processes. Another example is where practical jokes are accepted, which can be fun for some employees and cause distress for others. In both instances, animosity with surrounding employees may escalate, increasing organisational risk.

The diversity of a team may also impact social norms. Meta-analysis of nearly 400 studies found women are more likely to experience toxic culture than men, and most of this difference is driven by mistreatment linked to their gender, specifically sexual discrimination and sexual harassment. Underrepresented minorities were more likely to experience bullying and disrespectful behaviour in the workplace. This is why diverse teams can play a significant role in improving culture.

The above examples demonstrate how easily microcultures can form. We know that organisations are dynamic, which means they can shift from positive or at least acceptable to toxic quickly. Australian employers have an obligation to provide a psychologically safe work environment for every employee and a positive duty of care to prevent discrimination and harassment. However, not all toxic behaviours fall foul of the law, yet they can still impact employees.

Setting and reinforcing clear expectations of behaviour at all levels across the organisation will assist in reducing toxic social norms. Establishing a culture for continuous feedback, where employees get used to giving and receiving feedback and feel safe to do so, will also help.

3. Poor Work Design

Work design refers to workload, role ambiguity, empowerment, and conflict with other roles. Depending on the role, this will often not be a set-and-forget task. Demand and responsibilities are constantly evolving, so one employee’s work design may make sense when they start but be too much or dysfunctional six months later in the context of the team.

It is essential to check workload, workflows and blockages regularly and provide real solutions to overwork – the ‘it will be better once we finish this task/project’ approach is often insufficient. Reducing nuisance work and reviewing job descriptions regularly can assist employees in getting the job done. However, the most effective way to assist employees is to redesign roles together, providing more control and autonomy over their workload where possible. Increased autonomy has a significant impact on employee health and wellbeing.

The cost of toxic behaviour can be significant, according to McKinsey , resulting in disengagement and intent to leave, along with more serious consequences for employees such as burnout, distress, depression and anxiety, which can lead to WorkCover and Fair Work claims for employers. Alternatively, reducing toxic behaviours and microcultures can improve job satisfaction, work engagement and organisational advocacy, all indicators of success.

Best Practice Return to Work Strategies

Tue, 02 Apr 2024 05:24:39 GMT

The research demonstrates that returning to work following injury is in the employee's and employer's best interests. But how does injury management become an effective partnership? In an ideal world no employee would ever get injured, but what happens when they are? Here, we discuss best practice strategies to facilitate a win-win return to work scenario.  

The loss of work can have a devastating effect on the employee, their family, and their community. According to the RACP Position Statement, Helping People Return to Work , “being out of work for extended periods is bad for a person’s health” and “the longer someone spends away from work, the less likely they will ever return.”  This is sobering news for employees who face significant consequences to their health and wellbeing. For employers, ramifications include loss of productivity, revenue, staff morale, and reputation. For Australian employers, this equates to a cost of $61.8 million each year, according to Worksafe Australia .  

Organisation pain points 

For an organisation, WorkSafe Queensland has identified common barriers to returning injured workers to work can include: 

A belief that workers can’t return to work until they’ve completely recovered. 
An employer might think a worker is overstating how much their injury affects them. 
Disagreement on whether a worker can return to work. 
Workers may worry that they'll re-injure themselves if they return to work. 
Stress factors contributing to the injury might still be present in the workplace and hard to avoid. 
Workers may not think they have the ability or skills to do any work, even if it’s adjusted.

Employer pain points can include not having a suitable workplace to offer return-to-work employees, State authorities that don’t support a return to work through legislation, the cost of retraining, and WorkCover Insurance premiums. Many employers do not fully understand the extent to which return-to-work outcomes can help negate the possibility of recovery action from a WorkCover Authority or common law action. 

Successful Return to Work 

The National Return to Work Strategy outlines key actions and tips for developing a successful return-to-work plan. Indeed, under the Workplace Injury, Rehabilitation and Compensation Act 2013, employers have a legal obligation to do so.  

Step 1: Prepare  

Check in with your workers as soon as you know they are away from work due to illness or injury.  
Keep in regular contact with them while they are away from work, including, as appropriate, the rest of the team. 
With the employee's permission, contact the key stakeholders, such as their medical team or host employer, to gather the information required to prepare a Return to Work plan for suitable duties.

Step 2: Gather Information for your Return to Work Plan 

Talk to your injured worker about gradually returning to work, focusing on what they can do.  
Set specific goals, appreciating that recovery may not go according to plan and flexibility may be required. 
Focus on teamwork as a positive return to work outcomes are more likely with collaboration. 
Take the time to understand the support needed for the employee to return to work. 
Be prepared to adapt the return-to-work plan as the employee recovers, as how they can contribute to the workplace will likely change.

Step 3: Implement the Return to Work Plan 

The Return to Work plan should incorporate the following information: 

Pre-injury work information, including their pre-injury job title and job description or job dictionary. 
Injury details. 
Restrictions the treating practitioner places on the injured worker. 
Return to work goals, including milestones. 
Outline of suitable duties, including tasks, work hours and pacing. 
Workplace adjustments: consider how supervision, policies to allow remote work, the work location and the level of support. 
Actions or steps to support the return to work and responsibilities.

How partnership can result in optimum outcomes

As a provider of employment and workforce management solutions, Acclaimed Workforce works with our clients, the Host Employer, to help prevent and manage any injuries that occur on-site. The following case study highlights how organisations and employees can work together to achieve positive outcomes. Please note that the organisation and employee names have been changed for privacy reasons. 

Alex was injured at a client’s worksite, who felt they did not have the ability to support their recovery. Alex knew the production process that could be used at other production facilities, so Acclaimed Workforce approached another client, who was able to support Alex to work in a reduced capacity while they recovered after surgery. 

Acclaimed and the client both supported and assisted Alex while they recovered. Once fully recovered, this resulted in full-time, permanent employment with the second client.

“It’s great to have the opportunity to work together with employers who are happy to support injured workers returning to full capacity,” says Sarah – Injury Management & Safety Manager, Acclaimed Workforce. While she acknowledges it is an interesting scenario in a labour hire situation, where there are three parties involved employers are obligated to facilitate return to work in every way possible. " Proactively approaching return to work often takes a shift in perspective,” Sarah explains, “viewing it as an opportunity to improve an employee’s experience and potentially their development.”

Acclaimed Workforce works closely with employers to assist them in developing a more holistic understanding of the return-to-work process, and how return-to-work plans can be developed and implemented.

If you require workforce management assistance are  looking for talent , contact us  today.  

Will transparency help reduce the gender pay gap?

Tue, 19 Mar 2024 06:04:41 GMT

The release of the first report since the Workplace Gender Equality Amendment (Closing the Gender Pay Gap) Bill 2023 passed in parliament has generated a lot of discussion across Australia.

This new level of transparency is designed to escalate progress by helping organisations understand contributing factors to gender pay inequality and how to overcome them. The reporting highlights industries and specific employers that are succeeding and failing to achieve gender pay equality, providing insights that employers have not previously been able to access.

According to the WGA report, across all private companies that reported this year, Australia has a median 14.5 per cent pay gap when it comes to base remuneration. However, this gets higher once additional payments are included. While many employers have pointed to the flaws in the new report, most prominently in relation to the annualised salaries of casual and part-time employees, the WGEA has said it is important to include them as women make up a large proportion of this workforce.

In this article, we discuss the changes, key learning and the long-term implications of the WGEA report.

What has changed in WGEA reporting?

Revised legislation enables the WGEA to publish the gender pay gaps of all private sector employers with 100 or more employees (2025 for Commonwealth public sector employers). Organisations with 500 or more employees will be required to have policies or strategies that cover all six Gender Equality Indicators from April 2024. These indicators include gender composition of the workforce and governing bodies, equal remuneration between women and men, availability and utility of employment terms, conditions and practices, employee consultation and sexual harassment.

With increased reporting requirements around age, primary work location and CEO remuneration being introduced from April 24 also, future reporting will have even greater transparency.

What are the key learnings from the report?

The median total remuneration gender pay gap is 19% , which means over a year, the median of what a women is paid is $18,461 less than the median of a man, when additional payments such as bonuses, superannuation and overtime are included. This 4.5% difference from base remuneration to total remuneration demonstrates these elements do matter.

With the changes to reporting, companies with over 100 employees have nowhere to hide! With competitor data also available, this can work for against an organisation depending on their gender pay gap in terms of both attraction and retention of employees and customers. The Mining, Electricity, Water and Waste Services, and Financial and Insurance Services industries face the greatest challenges, according to the latest report, with 90% or more of employers having a gender pay gap in favour of men and 80% of those with a gap above 9.1%.

Results become more significant when broken down further. The Professional Services, Scientific and Technical Services (excluding Computer Design) industry also has significant challenges. The workforce comprises 47% of women with professions in specific segments that attract markedly more men than women.

As a result, the most significant gaps are for key management ($65,912), with the gender pay gap across all managers over $40,000. It is also significant for technicians and trades workers ($37,843), along with machinery operators and drivers ($39,174). We wrote previously about the broken rung on the ladder to senior leadership , which becomes even greater when fewer women work in specific professions like engineering or trades.

The WGEA have created excellent tools to allow employers to further explore their industries.

What are the long-term implications from the report?

There are several points to note from this report, and thankfully they’re not all negative. The gender pay gap in Australia has reduced over the last decade, resulting in part from deliberate efforts from employers and government. While most of the coverage focuses on organisations who are performing badly, it is equally important to look at companies who are performing well and how they went about it.

The amendments in the Paid Parental Leave Amendment are just one example of government intervention that will see two more weeks of paid parental leave from 1 July 2024, with the scheme increasing to 26 weeks by 2026. Superannuation will also be paid as part of this scheme from 1 ^st July 2025 and by 2026, a total of 4 weeks will be reserved for each parent on a ‘use it or lose' it basis to encourage greater sharing of care responsibilities.

The WGEA has provided a guide to gender pay equity to help businesses build a business case for change; it is essential that leaders are committed because it is likely budget allocations will be required. When identifying pay gaps and delving deeper to determine what is causing them, WGEA recommends asking the questions:

Can you explain this?
Can you justify it?

As many organisations will be required to explain and justify pay gaps to existing and potential employees and customers, they are even more critical questions. For organisations with significant pay gaps, it can be about showing progress, as it may not be an easy fix. This is why an action plan is necessary, which may be part of a longer-term strategy with actions in stages.

The AFR predicts that over time, government agencies, and probably employees too, will be watching to see which companies’ gaps are closing, and which are widening, and why. While many are still processing the new report a few weeks on, reactions to reports suggests that companies who ignore gender pay gaps will be doing so at their peril.

What do the new casual employment provisions mean?

Wed, 28 Feb 2024 06:09:11 GMT

Federal Parliament recently approved the second tranche of Australian industrial relations legislative reforms with the passage of the Fair Work Legislation Amendment (Closing Loopholes No.2) Act 2023. We previously wrote about the key features of the original Bill here . However, in December the Closing Loopholes Bill was split into two.

The first Act covered the following:

Same job, same pay (including equal pay to labour hire firm employees)
Strict penalties for intentional underpayment
Workplace rights for union delegates
Small business redundancy exemption
Stronger discrimination protections relating to family and domestic violence
Introduction of a Federal Industrial manslaughter offence

This second Act incorporates reforms regarding the gig economy, the definition of employment with specific relevance to independent contracting, the “Right to Disconnect” outside of work hours and changes to casual employment.

While the media has focussed quite appropriately on the positive impact of the new “Right to Disconnect” provisions for employees, the most significant change in the new Act is the shakeup of the operation of casual employment.

By way of background, the former Morrison Government implemented a new definition for casual employment that specified that the “contract of employment” would determine the nature of the employment relationship. This definition was borne out of the High Court’s decision on this critical issue in the Rossato case.

The changes implemented by the Albanese Government removes this approach. Under the new legislative provision, the full nature of the employment relationship will need to be considered. This could include factors such as the regular pattern of employment, the pre-determined length of employment and the nature of employment of similar positions within the organisation, as well as the terms of the employment contract. As can be seen, there is a lack of clarity as to how these new provisions will be applied. In addition, the ability of casual employees to convert to permanent employment is being replaced.

What do employers need to do?

Effective from 26th August 2024, a casual employee will be able to elect to become a permanent employee after six months of employment. However, an employer will be able to challenge this request on a range of grounds including the impracticality of changing the employee’s terms and conditions due flexibility requirements. Furthermore, the current obligations for an employer to provide casual employees with a casual conversion letter will be removed, which reduces the burden on employers.

Unfortunately, this latest Act leaves Australian businesses grappling with the uncertainty of the implications of these new reforms. How employers apply these reforms is most likely going to change over time, and this will be guided by decisions in industrial tribunals and Courts.

The Bayside Group and Acclaimed Workforce stand ready to partner with our clients to help navigate the impact of these new legislative reforms. If you would like to discuss these issues further, please do not hesitate to contact Nick Wakeling, Workplace Relations Manager on 03 9864 6000 or here .

Why effective offboarding matters

Wed, 21 Feb 2024 02:39:14 GMT

Most managers recognise onboarding as essential to enhancing productivity and retention. Conversely, offboarding is often ignored or viewed as an inconvenient task! While this is understandable, since offboarding can be time-consuming and typically occurs when understaffed, it can result in missed opportunities.

The Australian Human Resources Institute (AHRI) defines offboarding as completing the employee lifecycle in a structured way, aiming for a stress-free exit. Transactional components to offboarding, such as communication, handover, and final payments, are commonplace. Extending offboarding beyond the transactional can provide opportunities to develop employees, cement relationships, and improve as a team, leader and business. While this is not always possible, a different approach can yield better outcomes for an organisation, including continuing knowledge transfer, new business and word-of-mouth promotion of their employer brand.

So why, then, is offboarding often transactional in organisations? The most common reasons are organisational culture and management workload. As a result, HR has a significant role to play in shifting how organisations approach offboarding. Here, we discuss six reasons why effective offboarding should matter and be resourced.

1. Understanding critical compliance issues

Most companies have systems in place to ensure critical offboarding elements are covered, such as:

Retrieval of company assets.
Payment of entitlements: leave, superannuation and long service leave or bonuses (if relevant).
Removal of access to technology.
Handover documentation or meeting handovers.
Exit interviews.

Other elements to consider include communication with team members and/or broader staff and customers. Where an employee’s role involves networking or customer interaction, this may include an email or social media announcement to provide transition information. It is also essential that organisations have systems in place for casuals. For example, if a casual receives regular shifts and these dry up, what mechanisms are triggered to assess the potential for future shifts? Leaving casuals in limbo can have negative consequences for both parties. Furthermore, confirming in writing that a casual’s employment arrangement has ceased is necessary to avoid any potential claim of ongoing employment.

2. Sharing institutional knowledge

For long term employees, it is common to lose knowledge when they leave. Creating a handover checklist, training schedule and documentation can help prioritise tasks for exiting employees. While it is often too late at this point for managers to change operational and task related silos, it is certainly worth reflecting on. Listed below are a few ways to build a culture of knowledge sharing:

Peer learning or resource groups where employees share their knowledge and skills and connect. This can be achieved through microlearning sessions or collaborative group discussions.
Creating knowledge-sharing spaces (think Microsoft Teams, intranets, databases or other technology platforms) to house valuable information.
Establishing mentoring programs where learning goals are documented and discussed.
Implementing an onboarding buddy program for an employee’s first 3, 6 or 12 months.

3. Opportunity to learn and improve

An organisation can look very different from the perspective of an employee leaving. They are likely to reflect on their time in the business, often in the context of the new organisation they are about to join. Exiting employees may look at the business more objectively on their way out and provide constructive feedback to help their colleagues. Some will also feel more comfortable expressing their frustrations during an exit interview, providing specific information for improvement or highlighting potential leadership, structural or process issues. A manager may also ask an exiting employee if they feel comfortable sharing anything about how they can improve as a manager or how the organisation can improve as an employer. However, due to the confidential nature of this feedback, it doesn’t always result in changes.

4. Enhancing relationships with customers

A resignation can put customer relationships at risk, particularly if a client has a long-standing relationship with a specific employee. Yet, this can also provide the opportunity for honest and robust conversations about what is working and what can be improved. Customer relationship management (CRM) is a critical component of offboarding, but it is common for organisations to have only informal processes when a customer-facing employee resigns. However, it is important to have processes in place so it is not left to chance. Often, the things we assume to be a focus in offboarding can create gaps!

5. Demonstrating how you live your organisational values

How a person is treated as they exit an organisation can have a lasting impact and should reflect organisational values. Have you seen disappointed managers or team members change their relationships with exiting colleagues or even be dismissed because they are leaving the team? If an employee has given time to the organisation and made significant contributions, it is important to acknowledge this and make the effort to celebrate their time in the business. This will go a long way to building the company’s reputation as an employer of choice. It also sends a clear message of loyalty to existing employees, indicating you will be valued at every stage of your journey with the company.

6. Leaving the door open for future relationships

Keeping the door open for key talent requires a focus on all the above, along with an explicit reminder that they are welcome to discuss a return at any time is an important element of offboarding, especially for those employees early in their career. Acclaimed Workforce has had experience with key employees leaving to expand their experience and returning with new knowledge and skills, so perhaps we are a little biased on this point. Ultimately, providing a well-considered and executed offboarding program can reap rewards well into the future.

If you are struggling with the complexities of managing your workforce, contact Acclaimed Workforce today. We can help you develop tailored solutions to optimise your workforce to meet your organisational goals.

Human resources trends in 2024

Mon, 29 Jan 2024 01:43:31 GMT

It’s that time of the year when trends and predictions are rife. Yet for 2024, there seems to be a level of consensus on key HR and workforce trends, perhaps because many of them are issues employers have been grappling with for a few years now.

We therefore look at the common trends highlighted by thought leaders for consideration this year.

1. Rebuilding trust

The amount of change in the last few years has created friction. According to Gartner’s Top 5 HR Trends and Priorities for 2024 report, only 26% of organisations say their employees fully comply with on-site attendance requirements, and nearly 50% of employees view their current performance as unsustainable and trust their organisation, which unfortunately works both ways. Flexibility, productivity expectations and mutual mistrust are impacting engagement and performance.

The report argues the best organisations prioritise culture connectedness by enabling employees to engage with the culture wherever they work, establishing an emotional connection and equipping teams to create vibrant and healthy microcultures. By prioritising these elements, organisations can create a strong culture that drives employee engagement, enhances productivity and fosters a sense of belonging and purpose.

From a leadership perspective, communication remains key. According to Culture Amp , which creates benchmarks based on survey results from over 600,000 customers, employees will seek the kind of leaders who share their strategic vision with the wider organisation, are transparent in their communication and deliver on promises.

2. Wage inflation pressure driving the need for efficiencies

Wage growth has been much weaker in the last ten years when compared with the previous decade, and it is forecast that this will continue, which means wages won’t keep pace with inflation in the short to medium term. While the latest ABS figures , which track to September 2023, list 4% growth for the year, this is somewhat skewed by specific areas where shortages are prevalent. Businesses will continue to focus on efficiencies in order to retain employees and remain profitable.

However, for many employers, wage pressures continue to be a challenging reality when the cost of everything is higher. According to Forbes , compensation will continue to change, with new expectations and needs around flexibility, equity, transparency, and delivery. The EU Pay Transparency Directive will also shift employers into implementation mode in 2024. The obligation to collect and report on gender pay inequity data, as well as provisioning for employees to see this addressed in cases of injustice, will strongly incentivise European employers into actions towards gender pay equality, transparency and career pathing. Many multi-nationals may opt to implement this globally, or at least in developed countries in which they operate, like Australia. While this does not reflect Australian legislation, it aligns with an increasing focus on this issue, and change may be necessary for non-European competitors to attract staff.

3. The opportunities and impact of Generative AI

Generative AI was embraced by employers in different ways during 2023, and there is no doubt some organisations that went in hard and fast got burnt. According to Forbes , companies will start to deploy and leverage it with more wisdom and discretion as a result. It is predicted most organisations, departments, teams, and individuals will be spending significant time this year trying to work out where and how Generative AI can be used to their advantage.

Generative AI is seen as both a threat and a benefit, and this complex relationship will continue to play out. From an HR perspective, it means significant change as employees learn to meet new objectives differently. Culture Amp believes this will require curiosity, experimentation and significant learning, with organisations needing to provide time and resources, as well as a psychologically safe space, in order for employees to engage. Leaders will need to set objectives around both learning and the outcomes these tools can help to deliver for their employees.

Furthermore, AI’s use in refining and streamlining many HR processes and providing support and assistance in ways that reduce friction and improve the employee experience without dehumanising it is paramount. For some industries, this includes significant conversations about the ethical and privacy implications of using AI in specific contexts that result in policy development. This is a necessity as legislation and guidelines at both the country and global governance levels have not caught up.

4. Evolving management roles

More and more Baby Boomers are retiring, while Millennials, now in their 30s and early 40s, are increasingly taking on senior roles and Gen Zs aren’t just starting to enter the workforce, some are already managing teams. According to Culture Amp , this means a significant culture shift. Gen Y and Z have different expectations around communication, leadership and culture – they are comfortable sharing vulnerabilities online and in person, question top-down power dynamics and want to be actively involved in decisions that affect their work. Furthermore, they expect to see documentation and research so they can see decisions are informed by data, not gut instinct.

Yet this is only one significant driver in the need for change. According to a Gartner report, the average manager has 51% more responsibilities than they can effectively manage. Additionally, one in five managers would prefer not to manage people, and only one in two employees say their managers treat them with empathy and fairness. A contributing factor is that 59% of managers report spending a significant amount of time not on core activities. In short, manager roles are no longer manageable!

This means a shift in roles and different pathways for progression, not all aligned with people management. The Garter Report recommends resetting role expectations, empowering managers to connect employees with others for coaching and development while rescoping roles to focus on tasks that individuals are uniquely positioned to execute.

To build the manager pipeline, encourage aspiring managers to self-discover if management is right for them by exposing them to the toughest parts of the role early and normalising opting out of management. Equipping managers to build strong people management habits through intentional cues, maintainable routines and focused reflection will also be essential, ensuring proactive talent management . However, to engage managers, removing process hurdles and eliminating low-value rules that burden managers and employees will also have significant benefits.

5. Skills – shortages, development and reskilling

While this trend seems to be rolled out each year, the reality is that a lack of skills remains a key challenge for Australian employers. Some skills shortages like those in the medical profession have remained consistent, whereas other areas shift rapidly in response to market growth or slumps.

Against a backdrop of skills shortages in Australia, organisations are going to need to invest significantly in upskilling and reskilling employees. We’ve written extensively about this particular issue here .

If you need help with workforce management or recruitment in 2024, Acclaimed Workforce’s specialist consultants are here to assist. Contact us today for a confidential discussion.

Does your resume tell a compelling story?

Thu, 25 Jan 2024 02:34:41 GMT

Revised in January 2025

If you’re thinking of changing jobs or careers this year, it is essential to first review your resume.

Our consultants view thousands of resumes each year and continue to be surprised by the common mistakes made by people at every stage of their career across a variety of disciplines, despite extensive online tools and advice. So many people have a compelling career story yet fail to tell it in their resume.

A compelling story has a narrative voice with a clear message, and includes an introduction, increasing action and a climax. It also aims to resonate with the audience and elicit a response. This is exactly what needs to happen with a resume. Now if you’re thinking your career is just starting, or it isn’t interesting, consider putting your experiences in the context of your purpose or motivation, achievements and impact to make it come to life.

To get started, review your resume as if you’re the hiring manager (the audience) to determine what your resume may or may not say about you. Does it send a clear message about your experience and career aspirations? Does it introduce you and your experience, promote key achievements (increasing action) and illustrate why you are suitable for the role (climax). Does it provide a narrative, or leave holes in your story that may lead to negative assumptions? And most importantly, does it make the hiring manager want to keep reading?

While in some ways a resume is about checking the right boxes, it generally needs to achieve more. Despite advice to the contrary, an Australian resume can be between 2 – 5 pages, subject to the depth of your experience, so use this space well.

Common scenarios where this approach enhances a resume

There are three common scenarios where resumes often fail, all of which can be corrected by telling a compelling story.

1. You understate your experience

Not surprisingly, as many people understate their experience in their resume as those who overstate it. However, a resume is certainly not the time or place for humility! And for the record, listing your job description does not necessarily showcase your experience.

It is essential to not just list core skills gained, but demonstrate that and , and list key achievements in the role that should be specific and measurable. These achievements ideally will be relevant to the jobs you are applying for, not generic.

2. You want to shift or change careers

It is increasingly common for people to shift or change careers, which can be difficult when your resume focuses on the past, not the future. In this scenario, you need to provide a clear view of why you are looking for a career change by placing a career goal at the beginning of your resume, and by focusing on transferable skills.

Adding a volunteer experience or internships section into your resume can help to highlight the experience you have gained in this new field and demonstrate your commitment to this change. In this scenario, working with a specialist recruitment consultant can also be advantageous, because they have the opportunity to promote you to potential employers.

3. You have undertaken freelance, gig or casual work

This is an area traditional resume templates haven’t addressed well. If you list everything chronologically in your resume, a hiring manager may interpret this as a lack of commitment or ability to hold down job. Or worse, where timelines overlap, the hiring manager may think you are being dishonest about the length of time you’ve worked at each job.

Our recommendation – create a section in your resume entitled Freelance Work, Project Work, Consulting or Casual Work, providing a brief explanation underneath the heading before listing core projects. This may include detailing that side projects were employer sanctioned or were undertaken while you were studying or working casually/part time. This avoids hiring managers assuming you will continue to do this and not give 100% to a full-time role. Also highlight the broad skills and experience gained by working with a variety of different clients.

To further help you with your resume and application, our specialist consultants have developed a resume hub with tips that answer the following questions:

Resume basics: what should my resume include?
How long should my resume be?
How much effort should I put into the design of my resume?
Should I include referee details?
What should I leave out of my resume?
How do I respond to key selection criteria?

Acclaimed Workforce’s resume hub also has free resume and cover letter templates and further practical advice resulting from common mistakes our consultants have observed.

Contact us to discuss your career goals with a specialist consultant or find a job .

Preventing heat related incidences at work

Wed, 17 Jan 2024 22:53:55 GMT

Australia’s climate can range from arid to humid depending on the location. It’s important for employers to understand the risks of heat related illnesses in the workplace, particularly in the hotter months of the year.

Why? The effects of heat stress can start with discomfort and become life threatening quickly. Heat stress can have different levels of severity, defined by the following symptoms:

Mild: Excessive thirst, headache, muscle cramping, dizziness, fatigue.
Moderate: Nausea, pale skin, profuse sweating, or inability to sweat, dry mouth and swollen tongue, decreased urine output, dark yellow or amber coloured urine.
Severe: High fever, fainting, confusion, lethargy, seizures, difficulty breathing, chest or abdominal pains.

Prevention, Symptoms and First Aid for Heat Stress

Has your organisation identified all the risks?

Managing heat stress is more involved than telling workers to be careful on a hot day. Safe Work Australia has highlighted factors that increase the risk of heat-related illness, creating a checklist to assist you in identifying hazards in your workplace.

Start by asking the following questions to help you identify potential issues:

Is the environment hot or is there fire at the workplace?
Are days and nights hotter than usual?
Do people work during the hot part of the day or year?
How often can workers take breaks somewhere cool?
Is there air movement or a breeze?
Is the work intense or long?
Are workers physically fit and acclimatised?
Do workers wear hot clothing (including PPE)?
Are the workers qualified, trained and experienced?
Do workers have medical conditions?
Is there cool drinking water or electrolyte drinks on hand?

While these questions may seem obvious, it is important to understand conditions that impact on answers and make note of where heat intersects with other safety issues. An example of conditions is high humidity, which makes it harder for the body to cool itself; workers who are not acclimatised can suffer more in these conditions. In terms of intersections with other safety issues, a heatwave can make it harder to sleep leading to fatigue, or dehydration can be exacerbated by alcohol consumption the night before.

What actions can be implemented to mitigate these risks?

It is essential to understand what your organisation needs in hot weather and effectively communicate health and safety guidelines, such as protective clothing, earlier starts, or empowering employees to stop work when conditions become too risky.

For more information or to learn about Acclaimed Workforce’s workforce management solutions, contact us on 1300 119 229 today.

Make proactive talent management your 2024 work priority

Mon, 15 Jan 2024 06:44:57 GMT

There are so many instances where the saying, ‘hindsight is a wonderful thing’ applies. Yet nine times out of ten, it shouldn’t apply to talent management. Employers and hiring managers generally know that adopting a proactive approach to talent management can contribute significantly to the success of a team and organisation.

More to the point, many of us have experienced the additional workload, pressures and loss of knowledge when managers don’t recognise the importance of key talent or fail to anticipate the need for additional resources as the business grows. This can lead to broader consequences such as poor morale, missed deadlines, a decline in customer service, and even unmet business goals.

So, what is proactive talent management? In simple terms, it involves anticipating short and long-term staffing needs, identifying and engaging talent within your team and organisation, and developing and creating paths for progression for said talent.

Yet it is common for managers to engage in reactive recruitment practices, put off training and development, and fail to address obvious signs of employee dissatisfaction early. This is often because managers do not have a detailed understanding of where the business is heading, lack the authority to make resourcing decisions, or are too busy to focus on their people.

Kickstart 2024 by making talent management a key priority. Here are four recommended actions to improve your talent management proactivity.

1. Enhance your understanding of the organisation

Understanding the organisation’s strategic direction, what factors influence the achievement of goals and how these will impact on what is required of your team and other teams is essential for proactive talent management. While this may seem obvious, managers don’t always have the information necessary to be agile enough to meet business needs. The more you know, the better you will be able to anticipate needs and prepare. Are there additional tasks required, or skills the team will need to learn? Does the current team have the knowledge, experience or resources to realistically meet your organisations objectives?

Furthermore, understanding how HR systems and policies work in full, what mechanisms are required to increase staffing and who influences these decisions is crucial. In SME’s where funds are often tightly controlled, those influencing the decision may include operational managers, who have more control over budgets and growth. In larger organisations, mechanisms for team growth may be more data driven, aligning with the strategy, sales or achievement of team or individual KPIs. It’s essential to understand the official and unofficial mechanisms that are in place.

2. Build relationships and networks within the organisation

How often do you learn company information informally rather than formally? Informal information is essential to company communications channels, and according to Indeed , has a number of significant purposes. Building relationships fosters collaboration, improves productivity, boosts morale, transfers skills and knowledge, inspires creativity, attracts new team members and can make work more fun. This helps to enhance your understanding of the organisation and its purpose, as well as engage employees.

Building relationships across the organisation assist you in understanding how your team can better service the business and improve engagement. Writing a list of the people in the organisation you need to build relationships with and what you wish to learn from them can be a great starting point. It also enables you to get to know the skills and talent available in other teams that may complement your team.

3. Allocate time for employee engagement

There is so much information available regarding employee engagement, yet much of it is contradictory. Be informed about and participate in HR engagement initiatives, providing the team with relevant information. However, unless these activities are compulsory, such as specific training or performance management, allow your team to opt out for the right reasons. Research suggests that in the process of engaging your entire team, you risk disengaging team members if you don’t respect individual needs.

Case in point is a company lunch. If an employee is simply too busy, it may require reallocation of tasks, so they have time to attend. Yet if a team member is an introvert or suffers from social anxiety, pressuring them to attend may create animosity and distrust. It’s essential to understand the nuances of each situation.

As a manager, there are so many things you can do to engage with individual team members more actively. Start simply by providing constructive one-on-one time, allowing performing employees to choose how often you meet and contribute to the agenda. More experienced employees may only require a monthly catch up, while new employees could need weekly or more regular meetings, at least initially. Commit to being present, listening and delivering on the agreed actions.

Another key action for 2024 is to discuss learning, development and career goals at a minimum of every six months to ensure ongoing skill development and succession planning. Regularly ask questions about what work a team member is enjoying, what is frustrating them, what else they need from you or the organisation, what they want to learn, and where they want to go in their career. This will facilitate the formation of individual engagement plans.

4. Regularly assess talent needs and implement a succession plan

The above three actions provide necessary information for assessing talent requirements in the context of business needs, helping you to form a workforce plan that includes succession paths. Often managers don’t engage in this planning because they recognise gaps requiring external talent. However, it is equally essential in this scenario. Plans incorporating role and structural changes may be an option in anticipation of a loss of unique skill sets, while helping you to identify current or potential roles that require external talent. This enables you to map and earmark potential talent in the market, so that when the time arises, you can approach people who have an interest in your organisation.

If you don’t have the time or resources for this, a credible recruitment agency can assist you. Acclaimed Workforce, as a specialist recruitment agency, works with many employers to map talent for future requirements to aid with workforce or project planning.

Prioritising proactive talent management this year could be the key to improving team performance, increasing engagement and reducing unnecessary pressure.

If you’re looking for staff or are interested in our talent mapping services, contact Acclaimed Workforce today.

Significant number of Labour Hire Licences cancelled in Victoria

Wed, 29 Nov 2023 06:30:15 GMT

Recent data released by the Victorian Labour Hire Authority highlights the importance of engaging reputable labour hire companies in delivering on-hired employment services.

In Victoria, it is a legal requirement for all Labour Hire companies to be registered with the Authority. Licensing is also required in Queensland and for specific industries in South Australia, although requirements differ slightly. Western Australia has further differences; you need a licence if you intend to operate as an employment agent, which includes permanent recruitment.

The Victorian Labour Hire Authority (Authority) was established to implement the Labour Hire Licensing Act 2018 (Vic), with the aim of protecting workers from labour hire providers who are unwilling and/or unable to comply and prevent exploitation. This was a direct response to non-compliance by some providers and host employers, which is why the Authority places the onus on both parties.

The Authority’s current Annual Report highlights that during the past financial year:

585 Labour Hire licences had been cancelled
92 applications were refused
460 notices of intention to cancel licenses were issued
289 investigations were still active

These statistics indicate the Victorian Government regulator is actively investigating labour hire providers across the state, and a significant number are falling short. Labour Hire providers that choose to operate without a licence face substantial fines - with maximum penalties exceeding $600,000 for a corporation or $150,000 for an individual.

These fines equally apply to businesses that utilise unlicensed providers for labour hire services. For organisations engaging labour hire providers, it is essential to have mechanisms in place to check validity of licences and consider putting into Agreements termination clauses for instances where licences are cancelled.

Acclaimed Workforce is a licensed labour hire provider. Our organisations seek to partner with our clients to offer a suite of workforce management solutions to meet compliance and strategic business needs.

Workplace fatigue is costing more than you might think

Wed, 29 Nov 2023 06:09:31 GMT

Most of us will feel tired after a particularly long or hard day at work. Workplace fatigue , however, is much more than that. It’s an acute or ongoing state that leads to physical, mental or emotional exhaustion, preventing you from functioning safely. Indeed, it is estimated in Australia, annually, around 10,000 serious workplace injuries occur at a cost of over $36 billion , which can be attributed to fatigue.

Safe Work Australia stipulates employers must minimise or eliminate workplace fatigue risk. Aside from this legal responsibility, our experience highlights a raft of practical impacts of fatigue in the workplace, including:

Decreased Productivity
Increased Errors
Higher Accident Rates
Poor Decision-Making
Decline in Physical and Mental Health
Employee Disengagement
Strained Interpersonal Relationships
Absenteeism
Negative Impact on Innovation
Increased Healthcare Costs

Causes of Work-Related Fatigue

Fatigue is a risk in most organisations, with three broad causes – physical, mental and emotional. It can be acute (short term) or build over time. Safe Work Australia identifies major work-related causes as:

prolonged or intense (e.g. mental or physical) tasks or jobs
sleep loss or disruption to your internal body clock
organisational change
travel
uncomfortable or hazardous working environments (e.g. working in heat)
work scheduling
excessively long shifts
not enough time to recover between shifts
long commuting times

What are the Signs

Some of the signs of fatigue to watch out for include excessive yawning, short-term memory problems and an inability to concentrate, difficulty with interpersonal communications, impaired decision-making and judgment, reduced hand-eye coordination or slow reflexes and changes in behaviour, such as repeatedly arriving to work late or an increase in unplanned absence.

Preventing Workplace Fatigue

While managing fatigue is a shared responsibility and will vary depending on the type of work, OHSA identifies key factors organisations can consider to prevent it, ensuring:

workers are not required to work unnecessarily extended hours
shift workers' rosters provide for the opportunity for 7-8 hours of continuous sleep every 24 hours (this includes when rotating between day, afternoon and night shifts)
minimising early morning starts before 6 am for more than five consecutive days
regular breaks are factored into the workday, especially for workers who perform prolonged repetitive tasks

Individuals can impact their work readiness by:

limiting alcohol and stimulants as they affect the quality of sleep
maintaining a healthy lifestyle, including eating a well-balanced diet and getting regular exercise
prioritising adequate sleep each evening

The first step to avoiding workplace fatigue is understanding how it presents itself in each unique environment and role and putting in place systems for prevention. Managers are encouraged to proactively promote rest, time off for rejuvenation and encourage sick leave when employees are ill or injured. Finally, providing education and training on identifying the signs and symptoms of fatigue, and how to mitigate it to prevent accidents and injuries, is essential.

At Acclaimed Workforce we have vast experience managing workplace safety for on-hired employees, and expertise in developing safety management plans. If you would like advice regarding how to address fatigue risk in your WHS policies and procedures, contact us today .

Download our Preventing on the Job Fatigue poster for your workplace here .

Women face a broken rung on the ladder to senior leadership

Fri, 24 Nov 2023 03:34:48 GMT

A recent McKinsey Women in the Workplace report suggests the glass ceiling is not necessarily the key barrier to women achieving senior leadership status in 2023. It is a much bigger problem that occurs early in their careers.

‘The broken rung’, as the October report labels it, refers to the hurdle women face when stepping up to their first management role. The report indicates 87 women are promoted for every 100 men. This figure falls dramatically for women of colour. And that it is at the first step in their career, this broken rung, that women fall behind and cannot catch up. The practical implication is that with fewer women to promote due to gender disparity in early promotions, a 60/40 representation in senior roles is often the best-case scenario. It is important to note that this is not the case across all industries, with some favouring one gender significantly and, therefore, having greater representation.

According to McKinsey, every organisation should know three things about the broken rung:

· Women are not responsible for it

· It is driven primarily by bias

· Until the broken rung is fixed, gender parity in senior leadership remains out of reach

Almost a quarter of women under 30 say their age has contributed to them missing out on a raise, promotion, or chance to get ahead .

What does gender bias look like in Australia?

Plan International released its Gender Compass report this year, which can be helpful for workplaces looking to address unconscious biases about gender equality. Encouragingly, it states, gender equality was considered important by 90% of research participants, with 41% rejecting the idea that gender equality has mostly or already been achieved. Furthermore, 72% favoured actions by individuals, businesses and/or governments to improve gender equality in Australia.

The report identified some attitudes, however, that may obstruct gender equality. Only 58% agreed that transgender and non-binary people should have the same rights, opportunities and outcomes as cisgender people. The same number agreed that some jobs are naturally suited to men and some to women. Almost 30% believe equality doesn’t make sense due to biology, and a quarter that families function well, and children are best supported, when mothers do the caring. These beliefs can result in biases that impact hiring decisions, project roles and promotions in organisations.

The overarching outcome of the Gender Compass report confirms a difference between the overall earnings of women and men in Australia (i.e., there is a gender pay gap), and senior roles in business and industry remain primarily occupied by men. Realistically, it isn’t this simple, and there are many other attitudes and factors listed in the report that are worth exploring.

How do we understand gender bias and challenge it?

Gender Compass is a first-of-its-kind research project that segments the broader Australian public into six groups according to their beliefs, policy preferences and behaviours concerning gender equality: trailblazers (19%), hopefuls (24%), conflicted (12%), moderate (23%), indifferent (6%) and rejector (17%). This is essential data to assist change management. Having a greater understanding of attitudes and biases (conscious and unconscious) and the automatic associations that lead to decisions can be helpful.

We have previously discussed common biases : likability bias, maternal bias, intersectionality bias and performance bias. A recent Harvard Business Review dissects new developments in performance as carers spend less time in the office. This has resulted in experience, proximity and in-group/out-group biases.

Experience bias occurs when tasks that are easy to define are overvalued. For example, women may spend more time boosting organisational culture or research that is more difficult to attribute to individuals, particularly in the short term. And, since the pandemic, providing mental health support has become increasingly essential, and these responsibilities fall disproportionately on women. Setting individualised goals with tailored metrics that incorporate these contributions can assist in reducing this bias. The second is to look at tasks in terms of timeframes and levels of difficulty.

Another bias identified was proximity bias, the tendency to think those you can physically see or speak to are doing the most work. Anchor days and more regular meetings where people can discuss achievements assist in reducing this bias. However, leaders must be aware and play a conscious role in recognising and promoting their high-performing employees fairly.

The last bias is one everyone will be familiar with and, to some extent, crosses over the likability bias. In-group/out-group bias is common, especially for those not able to go to lunches or after-work drinks. While both men and women are subject to this bias, it generally impacts women more because they are underrepresented in leadership.

Understanding and action are necessary to address the broken rung, starting with awareness and education. One approach will not necessarily be suitable for all, which is why the segmentation detailed in the Gender Compass research is important. If knowledge is power, recognising the broken rung and understanding different attitudes can help organisations mend it.

Why Diversity and Inclusion are Good for Business

Fri, 10 Nov 2023 01:30:18 GMT

If you ask if diversity and inclusion are important to a business, most readers will say yes. However, this does not necessarily translate to prioritisation through investment and action, which impacts many Australian employees.

In fact, research shows that there is a clear gap between employer awareness, intent and action. Furthermore, a key focus for many organisations is gender. This is why in Diversity Council of Australia’s (DCA) Inclusion at Work Week, we look specifically at the business case for diversity and inclusion.

So what does diversity and inclusion mean for business? In practical terms, inclusivity and diversity relate to creating environments, organisations, or societies that are welcoming, accepting, and representative of a wide range of people and backgrounds. The DCA defines diversity as the mix of people in your organisation and inclusion as creating a workplace that enables that mix to work. This mix can include ethnicity or cultural background, age, religion, gender, disability, neurodiversity and sexual orientation.

Attracting and Retaining Staff

Having a diverse and inclusive workplace helps to attract and retain staff. Companies prioritising diversity and inclusion are often considered more attractive to employees. This means employers can attract top talent from a broader pool of candidates. Moreover, when employees feel valued and included, they are more likely to perform better and stay with the company, reducing turnover and associated costs.

Several recent studies show that both employees and employers alike overwhelmingly consider diversity as an important factor when evaluating job offers. This trend continues with inclusion, where thirty-seven per cent of respondents to a Deloitte study said they would leave an organisation for a more inclusive one, increasing to fifty per cent for millennials.

Australia is facing significant skill shortages across a range of professions, which makes strategies that help to attract and retain staff essential for many organisations.

Improving Productivity

Successful teams are, by nature, diverse and inclusive. Research shows diverse workplaces enjoy 12 per cent higher productivity than organisations where diversity is not a focus, and teams who are passionate and pursue inclusivity perform 30 per cent better.

A lack of diversity and inclusion often has an impact. For example, LGBTQIA+ employees can feel the need to hide their true selves at work for fear it will damage their careers. Out Now, a specialist lesbian and gay marketing firm, estimates in Australia the financial benefits of closeted workers feeling safe could be as much as $ 285 million per year . This includes an 11 per cent increase in staff retention and a 30 per cent improvement in the productivity of closeted workers.

What Organisations Can Do

It is important to recognise that becoming a more inclusive workplace is a journey, and every organisation will be at different stages and have different priorities.

So where do you start? According to the experts, here are a few places:

Leadership commitment - start with strong leadership commitment as it sets the tone for the entire organisation.
Feedback – get initial anonymous feedback and develop channels for ongoing feedback mechanisms so you can drive change and track progress.
Review your policies and procedures – these should reflect the organisation's commitment to diversity and the actions your organisation will take to promote inclusion. If you are at the beginning of your diversity and inclusion journey, it can be helpful to look at how other organisations are approaching their policies.
Develop an action plan – whether a comprehensive program with KPIs and objects or simply a list of initial actions, have a plan to work towards.
Training and development – this ideally should extend to all employees to raise awareness, reduce biases, and build a more inclusive workplace culture. This is critical to minimise psychosocial hazards in the workplace.
Review your recruitment processes – asking your employees to disclose the barriers they experienced in applying can be a great start. Ensure that job postings are accessible, use inclusive language and actively seek candidates from diverse backgrounds. If using recruitment panels, diverse members can help to reduce bias in the recruitment process.
Review your flexible work policies - this is a critical factor to engaging a diverse workforce, and may include working from home or anywhere, compressed hours, schedule flexibility, job shares and sabbaticals.
Mentorship programs – facilitate mentoring of underrepresented employees to help advance their career.

This list is by no means exhaustive and how you approach diversity and inclusion will depend on your organisation’s key challenges and objectives. The DCA has fantastic resources available for organisations at every stage of their journey, and it might be worthwhile considering engaging experts if you don’t have in-house knowledge.

How will Businesses Benefit?

Diversity and inclusion are beneficial for businesses in more ways than attracting and retaining staff and improving productivity, which alone can have a game changing impact on your organisation. When people from different backgrounds collaborate, they can approach challenges from multiple angles, resulting in better solutions.

Having a diverse workforce can provide valuable insights into different customer segments and markets. Diverse groups are more likely to consider different perspectives, leading to well-rounded and more thoughtful decisions. This can prevent groupthink and blind spots in decision-making. It can also enhance your reputation with customers, investors, and partners, leading to increased brand loyalty and positive public relations.

Perhaps the best argument is that many organisations are embracing diversity and inclusion in Australia, and by not doing anything, you might get left behind. It may exclude you from winning business, attracting the right people to facilitate growth and innovation, or remaining competitive.

Navigating the waters of the Closing Loopholes Bill

Thu, 26 Oct 2023 03:53:15 GMT

The Fair Work Legislation Amendment (Closing Loopholes) Bill 2023 , introduced into the Federal Parliament by the Albanese Labor Government on 4 September 2023, is poised to usher in a new era for the Australian employment landscape.

If passed, these proposed amendments to the Fair Work Act 2009 will significantly impact on the employment landscape by introducing a raft of changes that will affect many businesses across the nation.

Key Proposed Changes

Strict Penalties for Intentional Underpayment

The Bill is firm in its approach to penalising intentional underpayment of employees. “Intentional” underpayments relate to businesses that consciously seek to underpay their employees. By contrast, an underpayment will be treated as inadvertent in instances defined as “ accidental, inadvertent, or based on a genuine mistake ”.

Individual employers found guilty of intentionally underpaying their employees could face up to 10 years in jail or fines reaching $1,565,000. Corporations, on the other hand, could face fines of up to $7,825,000 or three times the underpaid amount.  If implemented, these provisions would introduce a criminal penalty for intentional wage theft.

Equal Pay for Labour Hire Firm Employees

In a bid to establish wage and condition parity, the Bill will allow for labour hire employees to be paid no less than what they would receive if they were directly employed by the host business. Under the proposal, employees, unions, and host employers can apply to the Fair Work Commission for an order (known as a RLHO or regulated labour hire arrangement order) that would require labour hire employees to be paid at least what they would receive under a host’s enterprise agreement.

Redefining Casual Employment

The Bill seeks to amend the definition of a “casual employee”. While the Bill will continue to apply the requirement that a casual employee is a worker who has no firm advance commitment to continuing and indefinite work , consideration would now need to be given to the ‘real substance’ and ‘practical reality’ of the employment relationship.  This means that consideration would need to be given to the totality of the employment relationship - not just the terms of their employment contract.

When determining if there is “no firm advance commitment” to continuing work, consideration will need to be given to:

the ability and actual practice of offering and accepting work;
whether continuing work is reasonably likely given the nature of the business;
whether part-time or full-time employees are undertaking similar roles; and
whether the employee has a regular pattern of work.

In addition, casual employees who have worked for 6 months (or 12 months in a small business) will be able to notify their employers if they believe that their employment arrangement no longer meets the definition of a “casual” employee.  Consequently, an employer will be required to consider the casual employee’s employment status and whether this should be converted to permanent employment.

This “employee choice pathway” would apply in addition to the existing casual conversion provision that applies after completing 12 months of service.

Further, the Casual Employment Information Statement (which employers are required to provide to new casual employees at the commencement of their employment) will be updated, and employers will now be required to provide the Statement again to casual employees after 12 months of employment.

Preparing your Business for the Change

Whilst it is unclear whether the Bill will be passed by Parliament, our Workplace Relations team advise businesses to prepare for the impact of these potential changes by:

Integrating robust payroll systems to ensure accurate and timely employee payment.
Educating management and HR on the legal ramifications of an underpayment claim.
Maintaining detailed records to mitigate a potential underpayment.
Developing transparent communication channels for employees to report pay discrepancies.
Regularly reviewing and update pay records and employment policies.
Enhancing employee engagement and union relations (where necessary) to mitigate underpayment and unequal pay issues.

Anecdotally, there appears to be a rising apprehension concerning the future efficiency and sustainability of Australian businesses. Some companies have stated that they are contemplating offshoring as a strategy to preserve their competitive edge. The Bill is facing staunch opposition from various industry stakeholders, criticising its potential impact on Australian businesses.

If the Bill become law, businesses will need to undertake a review of not only their wages and conditions of their workplace but assess the critical impact of changes in casual employment may impact their operations. 

Acclaimed Workforce’s Workplace Relations team is dedicated to assisting businesses to be better informed and ready to address the impact of these changes.  Our Employment and Workforce Management Solutions program can assist businesses in developing workplace policies, training, wage theft auditing, workplace relations advice, workplace expertise secondment plus outsourced payroll. 

For further information, please contact Nick Wakeling, Workplace Relations Manager on 03 9864 6000.

Keep an eye on this space as we continue to provide updates and insights to navigate these unprecedented changes, ensuring that your business not only complies but thrives in the evolving employment landscape.

Improving organisational culture in trades, warehouse and manufacturing

Fri, 06 Oct 2023 00:01:55 GMT

Organisational culture programs are often tailor made to office environments. Yet fostering a positive workplace is even more critical for physical or repetitive work.

In roles where the daily grind involves physical labour and hands-on skills, creating a positive workplace culture and boosting job satisfaction is paramount. A happy, motivated workforce not only benefits employees but also leads to better outcomes for employers and the industry as a whole.

Why does workplace culture matter in trades, warehouse or manufacturing environments?

Workplace culture is the collective personality of an organisation. It encompasses values, beliefs, behaviours, and traditions that shape how employees interact with each other and approach their work. In trades, warehouse and production environments, where teamwork, safety, and efficiency are essential, fostering a positive culture can yield several benefits.

It elevates job satisfaction by nurturing a supportive and engaging atmosphere, bolstering morale among workers. Organisational culture drives improved productivity, as employees who feel valued and motivated exhibit heightened commitment to delivering high-quality outcomes, and enhances safety, proactively mitigating the risk of accidents and injuries, therefore safeguarding both employees and employers.

A positive workplace culture also curbs turnover rates, resulting in substantial reductions in recruitment and training costs, and importantly helps to bring in top-tier talent, as a stellar workplace reputation attracts workers eager to contribute to your team's success.

How does organisational culture improve job satisfaction?

Enhancing job satisfaction in trades, warehouse and manufacturing requires a comprehensive and interconnected approach. Clear communication should serve as the foundation, fostering open dialogue between management and employees, thereby providing a platform for voicing concerns, sharing innovative ideas, and facilitating constructive feedback.

Simultaneously, investing in training and development opportunities not only empowers workers to excel in their roles but also contributes to their overall job satisfaction, ultimately enriching the organisation. Many organisations have found that multi-skilling employees has benefits to organisational productivity as well, because it allows the organisation to pivot to meet market demand, without necessarily having to increase staffing numbers. Offering clear pathways for career advancement demonstrates the company's commitment to nurturing employees' long-term growth.

To further strengthen the workplace culture, teamwork and collaboration are vital components, supported by team-building activities that create a unified and supportive atmosphere. Psychosocial safety is becoming an increasing focus for employers and aligns with workplace culture. In the State of Wellbeing in Construction report a few years back, it was found that semi-skilled workers find it difficult to discuss feelings and emotions with colleagues, and the nature of work has made social support more difficult. Opportunities for greater connection and a sense of belonging can assist in improving a sense of belonging and wellbeing.

Ensuring safety remains paramount is also critical. A dedicated focus on integrating safety into the organisational culture and encouraging and recognising employees who actively engage in addressing safety concerns can help to reinforce this, particularly in organisations where risk of injuries is medium to high, as is the case with warehouse, manufacturing and trades work.

Ultimately, leaders play a pivotal role in shaping this culture, leading by example, and consistently embodying the desired values and behaviours within the team.

If you’re looking for work ready casual employees that understand the importance of safety, contact Acclaimed Workforce today.

Liability ruling for host adverse action against labour hire workers

Wed, 27 Sep 2023 03:32:37 GMT

Two recent cases have highlighted the importance of working collaboratively with labour hire providers when making decisions that affect their on-hired workers.

BHP Mitsubishi Alliance Coal Operations (BMA) is facing penalties and compensation payments for unlawfully "demobilising" labour hire employees in two separate Federal Court decisions. This sends a clear message that hosts can be held responsible for adverse treatment of labour hire employees. Penalties and compensation to the employees will be determined by the Court on a later date.

While this is a significant clarification regarding host employer responsibilities, those who work in partnership with credible labour hire providers are less likely to face potential litigation. Acclaimed Workforce for example, provides rules and guidelines for host employer supervisors to ensure clarity on their roles and responsibilities in this arrangement, noting that these are provided for their protection.

According to Nick Wakeling, Workplace Relations Manager (Acclaimed Workforce and Bayside Group), we have workplace relations experts in-house to help host employers address issues early on, with the aim of avoiding this risk.

“The BMA cases reinforce the fact that host employers need to consider the advice of labour providers and be mindful of making quick decisions. This is why the labour hire provider is there - to manage these situations so employers don’t have to.”

Case 1

BHP Mitsubishi Alliance Coal Operations (BMA) engaged on-hired employees from a labour hire provider. Ms Star, who was engaged as an on-hired Machine Operator, was working in an environment with inadequate lighting. She raised a complaint with her supervisor requesting improved lighting in her work area. Ms Star’s supervisor informed her that lighting would be upgraded, and she refused to unload material until the lighting had been improved.

She was subsequently directed to take a crib break. The next day, BMA informed her labour hire provider by email that Ms Star was “no longer required” and her employer dismissed her three days later. Consequently, Ms Star filed an unfair dismissal application in the Fair Work Commission (FWC) against the labour hire company. The FWC found that Ms Star was unfairly dismissed and ordered she be reinstated to her former position at BMA. Subsequently, BMA refused the request from her labour hire employer to return to the site.

Due to the response of BMA, Ms Star lodged an adverse action claim in the Federal court against BMA. She claimed that BMA had "demobilised" her for exercising her workplace rights to refuse to dump loads of rocks at night until better lighting was provided.

In court, BMA had "to prove that the exercise by an employee of their workplace rights was not a substantial and operative factor in the reason for the adverse action it took against them.”

The Court found in Ms Star’s favour, determining that BMA had “… advised, encouraged or incited [the labour hire provider] … to exclude [her] from the mine thereby discriminating between her and other employees".

Case 2

In a similar case, BMA was also found to have taken unlawful adverse action by excluding Mr Meikle, a labour hire worker, because he exercised his workplace rights, which included complaining about allegedly unsafe practices at BMA’s Daunia Coal Mine.

After raising these safety concerns, Mr Meikle was stood down pending an investigation into an alleged tagging breach on site. His labour hire provider substantiated the allegation and issued a written warning. Nevertheless, BMA revoked the employee’s access to the mine and his casual assignment was concluded.

Justice Collier said that the belief of the superintendent who made the decision that Mr Meikle posed an unacceptable safety risk at the mine has “no substance, and is simply implausible ... rather, the evidence indicates that Mr Meikle insisted on exercising workplace rights at the mine, and that in so doing he essentially aggravated" management.

Key take-away

In both cases the court found that the on-hired employee raised a workplace complaint and by removing them from the work site and, in Ms Star’s case, the refusal to reinstate, BMA was found to have engaged in adverse action and/or advising, encouraging or inciting WorkPac to take adverse action against their on-hire employees within the meaning of the Fair Work Act.

This case is of particular importance as it demonstrates that a host employer can be found liable for breach of the general protection’s provisions in the FW Act in relation to adverse conduct towards a labour hire worker – even though there is no contractual relationship between the host employer and the labour hire worker.

¹ Construction, Forestry, Maritime, Mining and Energy Union v BM Alliance Coal Operations Pty Ltd (No 3) [2022] FCA 1345 (11 November 2022)

² Construction Forestry, Maritime, Mining and Energy Union v BM Alliance Coal Operations Pty Ltd [2023] FCA 30 (30 January 2023)

For further information about Acclaimed Workforce’s workforce management or workplace relations services, contact us today.

Why invest in upskilling and reskilling?

Thu, 21 Sep 2023 05:10:33 GMT

Against a backdrop of skills shortages, environmental challenges and rapid technological advancement, businesses face a constant challenge to keep up with industry developments. As organisations evolve, so do the skills required to stay competitive and drive success. In this landscape, it's increasingly vital for companies to invest in upskilling and reskilling opportunities for employees.

Reskilling refers to acquiring an entirely new set of skills and generally occurs when current jobs/ industries decline. For those involved this means effectively changing careers, as opposed to upskilling which is focused on enhancing or complementing existing skills and knowledge. As specialist recruiters, we know that employers often look for soft skills like creative thinking, collaboration, self-motivation, potential and leadership in addition to technical skills.

Embracing a culture of continuous learning not only benefits businesses in filling skill gaps but also supports staff retention and empowers individuals to achieve their career goals. It also helps you to advance individuals with proven soft skills critical to specific roles. In this article, we explore the importance of reskilling for employees, examining its positive impact on staff retention, skill gap filling, and individual career growth.

Enhancing staff retention

Losing experienced employees can be costly and disruptive. Offering reskilling opportunities demonstrates a commitment to employee growth and development, and fosters a sense of loyalty and dedication among staff members. When employees feel valued and supported in their professional journey, they are more likely to stay with the company long-term.

Reskilling also helps prevent job stagnation, which is a common cause of employee dissatisfaction. By encouraging employees to acquire new skills and knowledge, they can take on fresh challenges and explore different career paths within the organisation. This not only keeps employees engaged and motivated but also contributes to a more agile and adaptable workforce.

Bridging skills gaps

In today's fast-paced business environment, skill requirements are constantly evolving. New technologies emerge, market demands change, and industries undergo transformations. This leads to skills gaps within organisations, where existing talent lacks the expertise needed to address these emerging challenges effectively.

Reskilling offers a strategic solution for filling these gaps. Instead of solely relying on external hiring, which can be time-consuming and expensive, companies can identify high-potential employees and invest in reskilling them. By focusing on developing of existing talent, you can create a well-rounded workforce that can readily adapt to changing needs and drive innovation from within.

Driving career growth

Research shows that providing opportunities for development and career progression are key to employee satisfaction and retention. Reskilling is one lever that can be used to achieve this. When organisations offer opportunities to learn new skills and explore diverse career paths, employees feel empowered and motivated to take control of their professional development.

Reskilling equips employees with the tools they need to advance within the company, unlocking a multitude of possibilities for career progression. This not only benefits the individual but also fosters a sense of purpose and commitment within the team. When employees feel their goals align with the organisation's vision , they are more likely to work harder and contribute meaningfully to the company's success.

Reskilling is a win-win solution

Embracing reskilling opportunities for employees is a win-win situation for both businesses and their employees. By investing in continuous learning, companies can enhance staff retention, foster loyalty, and build a more adaptable and skilled workforce.

Moreover, offering employees the chance to reskill empowers them to take charge of their career growth, making them more engaged and committed to their roles. In short, a culture of continuous learning not only benefits the organisation's bottom line but also contributes to the personal and professional development of each individual.

As businesses evolve and the demand for new skills increases, organisations that prioritise reskilling will be better equipped to thrive in the face of change and uncertainty. By acknowledging the importance of reskilling and making this a key aspect of your suite of professional development activities, you can create a positive and progressive work environment that encourages innovation, fosters growth, and propels both employees and the organisation towards continued success.

Learn more about our group training organisation (GTO) services, or contact the Acclaimed Workforce team today.

Important Changes to the Professional Employees Award

Wed, 30 Aug 2023 01:06:48 GMT

The Professional Employees Award, covering engineers, scientists, medical researchers, and employees in information technology, quality auditing and telecommunications services, historically did not provide any payments for overtime or penalty rates for working unsociable hours.

Professional employees are usually paid an annual salary that is intended to cover all hours worked, and often do not have any fixed hours of work. They are usually not paid for any overtime worked for hours worked in excess of 38 hours per week, and are rarely granted time off in lieu for additional or excessive hours. 

Changes to hours of work and overtime

The Fair Work Commission (FWC) considered it necessary to establish a fair and relevant safety net, to prescribe penalty rates to compensate for working unsociable hours and provide directions around working overtime.

The following changes apply from the first full pay period that starts on or after 16 September 2023:

Overtime : Employees will be paid their hourly rate for all hours worked in excess of 38 in a week. This will include work on or in connection with call-backs and work performed on electronic devices or otherwise remotely.
Time off in lieu : Employees can agree to take TOIL instead of receiving payment for overtime.
Penalty rates : A penalty rate of 25 per cent will be payable for all hours worked between 10pm and 6am on any day Monday to Saturday. A penalty rate of 50 per cent will be applicable for all hours worked on a Sunday or a public holiday. For casual employees, these penalty rates are in addition to their 25 per cent casual loading.

Record-keeping obligations

The employer must keep records of all hours worked by an employee:

in excess of 38 hours per week
between 10pm and 6am Monday to Saturday, and
on a Sunday or a public holiday.

Exemptions

The FWC determined that these changes will not apply to employees who have a contractual entitlement to an annual salary that exceeds the minimum award rate by 25 per cent or more.

Key take-aways

These changes will be in force on the first full pay period that starts on or after 16 September 2023. We recommend taking the following steps:

conduct an audit on current employee contracts and salary levels, as well as the overtime practices of employees that are
covered by this award, and 
develop and implement appropriate plans ahead of these changes taking effect.

Bayside Group’s experienced Workplace Relations team can assist. Learn more about our services here or contact us on 03 9864 6000.

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances. If you require advice or assistance, please  contact our Workplace Relations consultants.

Career pathways help businesses and employees thrive

Tue, 29 Aug 2023 05:50:26 GMT

In a labour-starved Australian job market, providing growth opportunities to employees is increasingly crucial
for attracting and retaining top talent.

When we polled our networks about what mattered most to them when choosing an employer, out of more than 500 respondents, 36 per cent named “opportunities for growth” as their number one priority. It was the most popular response, ahead of things like culture, purpose and flexibility.

Furthermore, Australian employees who are given opportunities for career progression are more likely to be satisfied with their jobs and feel more engaged in their roles. In September 2022, SEEK’s Resident Psychologist Sabina Read listed career progression as one of the top five factors driving job satisfaction . It was listed higher even than salary and job security.

As such, opportunities to learn, develop and progress play a key role in employee engagement and employee retention. Deloitte's eProfitFocus 2022 report noted that companies investing in the training and skill development of their people were experiencing a strong return on investment not only in terms of retention, but also in higher profit margins.

But career pathways need to go beyond simply opportunities for internal promotion. Since people are less likely to stay in any job for as long as they used to, conversations about career pathways need to take a holistic view. Managers should work with team members to consider what their overall career goals are, what opportunities there are for progression within the company, what professional development opportunities would assist them in taking the next step, and whether they have any other overall life goals the company can help them achieve.

From these discussions, employers can then develop a clear and transparent job family or competency framework, so employees can see exactly what career progression is available to them, and what competencies are required to progress.

Providing opportunities for progression is key both to employee satisfaction and retention, and benefits the business in the long run too. Here are our top reasons – beyond employee attraction and retention – why you should be making career progression a top priority within your business.

Enhanced productivity and performance

Employees who see a clear path for career advancement are more motivated to excel in their roles. According to Gallup, 87 per cent of millennials say professional growth and career development are very important , and 76 per cent of employees are looking for opportunities to expand their careers. Provide those opportunities and it translates to higher engagement, and higher performance.

Attraction of top talent

In a competitive job market, attracting skilled professionals is essential for business growth. "Top talent is looking for opportunities to grow and advance in their careers,” notes a recent article from LinkedIn. “Offering professional development programs, mentoring, and career advancement opportunities can help attract ambitious candidates .”

Skill development and knowledge transfer

Providing career growth opportunities allows employees to enhance their skills and expertise, benefiting both the individual and the organisation. Organisations are the sum of the individuals who work there. By providing employees with opportunities to enhance their skills you increase the overall knowledge pool within the business and opportunities for knowledge transfer within teams.

Cultivating a learning culture

Encouraging career progression fosters a culture of continuous learning and development within the organisation. Having a strong culture of continuous learning is likely to both boost productivity, and create opportunities for more creative collaboration and innovation. This is important, because organisations that have highly aligned business and innovation strategies, alongside a pro-innovation culture, can have up to 30 per cent higher growth than those that don’t .

Improved employee morale and loyalty

Employees who perceive that their organisation values their growth and development are more likely to be loyal and committed. That’s got benefits not only in the short-term, by improving morale and productivity on a day-to-day basis, but also in the long-term. If they have been supported to grow and flourish, employees are more likely to continue to be ambassadors for your brand even after they leave the company, which enhances your overall reputation as a great place to work.

In short, offering employees opportunities for career progression is not only beneficial for individual growth but vital for an organisation's success. Providing growth prospects enhances job satisfaction, improves retention, attracts top talent, and cultivates a culture of learning and innovation.

Leaders should work with team members to understand and plan towards their career goals, and help them establish a clear idea of how the role supports their overall objectives in work and in life. Learning and development, combined with opportunities for internal progression, should be provided in line with the employee’s career pathway plan.

As the Australian job market becomes more competitive, companies that prioritise career development are better positioned to thrive in the future.

Download our free Good Workplace Guide for useful tips on career pathways, along with other considerations for attracting and retaining staff in your business.

Retaining staff through reward and recognition

Wed, 26 Jul 2023 11:37:04 GMT

Providing a competitive salary is just one way of making your employees feel their contributions are valued. In a recent Global Burnout Report, respondents identified receiving more recognition from leaders as one of the top three methods to alleviate stress-related burnout.

It might seem like an obvious point, but it bears repeating. The more valued employees feel, the healthier, more engaged and productive they are likely to be. Likewise, jobseekers are more likely to be drawn to a workplace where they feel their contributions will be appreciated.

Usually, this will include some combination of rewarding people for their efforts, and also finding ways to recognise their achievements.

But what’s the best approach to reward and recognition? Well, it depends. Factors such as the size and type of the company or team in question, and the preferences of the team members themselves, can determine what the best approach is to reward and recognition.

Let’s have a look at some key things to consider to ensure your approach to reward and recognition is helping get the most out of your team.

Ask your team about what motivates them

Not everyone is motivated by the same things. Business experts have talked about the different languages of appreciation in the workplace , where reward and recognition can take any form from words of affirmation, to acts of service, to tangible gifts (both monetary and non-monetary). Ask your team what motivates them and align your approach with their preferences.

Make sure reward and recognition is consistent and sincere

A system that is regular and consistent will positively reinforce the kinds of habits and behaviours you want to foster within your business to help it thrive. Frequent and sincere recognition will help your employees understand what they are doing well, and motivate them to repeat it, creating an environment of continuous improvement and personal development.

Consider both monetary and non-monetary rewards

Monetary rewards include things like pay increases, commissions, bonuses and fringe benefits. Non-monetary rewards may involve empowerment, promotion, non-monetary gifts, and team outings or celebrations. Another way to show appreciation is with the gift of time, such as by letting your team knock off early on Fridays, or giving them days off for birthdays or at the end of a project.

Be realistic, but not stingy

Let’s be honest: money is a big motivator for many people. Not every business can afford big pay increases or cash bonuses though. Gift cards are a good alternative, and can go a long way, especially around holidays.

Retain staff and keep them engaged

Having a sound approach to both reward and recognition is a great way to ensure your company doesn’t leak talent – either through lost productivity due to people burning out, or through losing staff to other workplaces where they feel their efforts will be better appreciated.

If consistent, sincere and appropriate reward and recognition are part of the fabric of your business, you are more likely to find every employee is contributing, feels their contribution is valued, and performs their duties with the utmost respect and integrity, and to a high standard.

In other words, reward and recognition, when embedded in your organisation, become an integral part of its values and norms. This fosters a culture of appreciation, where employees feel valued and recognised for their contributions – resulting in a more engaged and productive workforce.

Download our free Good Workplace Guide for useful tips on reward and recognition, along with other considerations for attracting and retaining staff in your business.

Supporting the next generation of employees

Thu, 13 Jul 2023 01:59:34 GMT

Saturday 15 July is World Youth Skills Day. First held in 2014, it’s a day, as the UN website puts it , “to celebrate the strategic importance of equipping young people with skills for employment, decent work and entrepreneurship”.

The 2023 theme, “Skilling teachers, trainers and youth for a transformative future”, provides a call to recognise “the potential of young people as catalysts for change” against a backdrop of significant global environmental and economic challenges, and rapid technological advancement.

Aligned with Goal 4 of the UN’s Sustainable Development Goals and key 2030 targets, it calls for societies the world over to “commit to providing young people with the skills and opportunities they need to build a prosperous and sustainable world for all”.

In Australia, one of the key pathways for equipping young people for the world of work has long been via apprenticeships and traineeships. In 2023, World Youth Skills Day places a specific emphasis on precisely these kinds of pathways.

Vocational training is key

The UN identifies technical and vocational education and training (TVET) as central to its 2030 education targets, saying it can “address multiple economic, social and environmental demands by helping youth develop the skills they need for employment, decent work and entrepreneurship”.

According to the UN: "TVET can equip youth with the skills required to access the world of work, including skills for self-employment. It can also improve responsiveness to changing skill-demands by companies and communities, increase productivity and increase wage levels.

“TVET can reduce access barriers to the world of work, for example through work-based learning, and ensuring that skills gained are recognised and certified. TVET can also offer skills development opportunities for low-skilled people who are under- or unemployed [and] out of school youth.”

As we’ve explored before, taking on an apprentice or trainee is a great way to fill key skills gaps and support the growth of your business . But it’s more than that. It’s about supporting the next generation of employees to get a start in their career and set them up for success in work and life.

GTOs make hiring apprentices and trainees easier

Despite the many benefits, some businesses are wary of engaging apprentices or trainees. There can be a significant administrative burden; it can be challenging to find someone who is the right fit; and the risk of non-completion can be disheartening for both the employer and apprentices themselves.

That’s why many businesses choose to engage a Group Training Organisation (GTO). A GTO with labour hire experience, such as Acclaimed Workforce, can perform much of the legwork and provide ongoing support to ensure you and the apprentice or trainee get the most out of the experience.

Some of the support provided by a GTO include:

Sourcing and vetting apprentices or trainees to ensure a good fit
Conducting inductions and safety training
Managing payroll and providing HR support for the apprentice or trainee
Monitoring their progress and supporting them to meet training targets
Taking responsibility for compliance, insurances and workers compensation
Ensuring contracts and wages are correct

“Equipping young people with quality education, training and skills is essential,” says UN Secretary-General António Guterres. “This World Youth Skills Day reminds us that teachers stand at the forefront of this great global effort.”

In the case of apprentices and trainees, “teachers” could easily include those host employers who are providing essential on-the-job training. To learn more about how Acclaimed Workforce can support you to support the next generation of employees in your business, contact us today .

NAIDOC Week: Fighting inequality

Wed, 05 Jul 2023 03:51:25 GMT

NAIDOC Week is a yearly celebration that allows all Australians to recognise the history, culture and achievements of our First Nations communities. It is also an opportunity to reflect on the societal issues of unfairness and inequality still affecting individuals, communities and cultures in our country.

Last year’s theme of "Get Up! Stand Up! Show Up!", was a call to action, enjoining people to stand together to call out racism. In this year’s theme, “For Our Elders”, the focus is still on righting unfairness. This year, the National NAIDOC Committee asks us all to fight for? the wealth of wisdom represented by First Nations Elders, with the NAIDOC website stating that “the equality we continue to fight for is found in their fight”.

First Nations communities experience disadvantage and inequality across a wide range of categories. They experience higher rates of infant mortality and lower life expectancy than other Australians. Overall mental and physical health indicators are poorer for First Nations peoples. They also experience lower levels of education, and higher levels of incarceration.

Many interconnected political, cultural, social and economic reasons, historic and ongoing, contribute to this inequality. The National Agreement on Closing the Gap acknowledges this complexity, and contains 19 national socio-economic targets that have an impact on outcomes for Aboriginal and Torres Strait Islander people.

One focus area of the National Agreement is employment.

Inequality in First Nations employment

Closing the Gap Target Outcome 8 aims to achieve "Strong economic participation and development of people and their communities" by increasing the employment rate of First Nations people aged 25-64 to 62 per cent by 2031.

Recent statistics reveal there is still a long way to go on this marker. Inequality in employment for First Nations people remains stark.

At the 2021 census the employment rate for First Nations Australians was 51 per cent , compared with 74 per cent for other Australians. This is not only significantly short of the 61 per cent target for 2031, it also falls short of the 60 per cent target for 2018 that had been set in 2008. The First Nations employment rate has grown by a mere 3 per cent since the 2008 target setting, so change so far has been incremental at best.

Unsurprisingly, there is a correlation between unequal employment and unequal education outcomes. The 2021 census data revealed almost half of First Nations Australians did not have a qualification beyond secondary education (compared with 31 per cent of other Australians), and while 37 per cent of other Australians had a university qualification, only 12 per cent of people who identified as First Nations did. Significantly, unemployment rates for First Nations people with an education level of year 12 or less was 43 per cent.

Equality benefits employers

These are complex issues which require attention at national, state and local policy levels, in close consultation with First Nations communities themselves.

But this is a significant consideration for employers too – and not only from a social responsibility perspective. Research has shown that diversity, equity and inclusion are key factors when it comes to attracting, engaging and retaining staff , especially millennial and Gen Z employees.

In fact, more than three quarters of job seekers and employees consider diversity an important factor when evaluating job offers, and 39 per cent of employees (and 50 per cent of millennial employees) have said they would leave their current organisation for a more inclusive one.

Equality, including for First Nations peoples, shouldn't just be a buzzword then, or a tokenistic display. Increasingly it needs to become a core part of how we all do business.

Easy steps to affirm your organisation's approach

Organisations can lead by example and play a key role in tackling inequality in our society. Business leaders are increasingly realising the value of the Triple Bottom Line , a business concept where organisations commit to measuring their social and environmental impact, in addition to their financial performance, rather than solely focusing on generating profit.

The Triple Bottom Line is broken down into “three Ps”: Profit, People, and Planet. When it comes to tackling inequality, “people” is perhaps the most pertinent consideration, as it highlights a business’s societal impact, or its commitment to people.

"Traditionally, businesses have favoured shareholder value as an indicator of success, meaning they strive to generate value for those who own shares of the company," wrote Kelsey Miller for the Harvard Business School Online.

"As firms have increasingly embraced sustainability, they’ve shifted their focus toward creating value for all stakeholders impacted by business decisions, including customers, employees, and community members."

Miller points towards moving away from only looking after shareholders to incorporating stakeholders. This includes customers, employees, and community members.

She outlines some simple ways companies can make an impact on people and serve future generations, including ensuring fair hiring practices and encouraging volunteerism in the workplace. She also suggests looking beyond the organisation itself, for example by forming strategic partnerships with nonprofit organisations that share a common purpose-driven goal.

Organisations at the forefront of fighting inequality

Obviously, everyone can and should play a part in tackling all forms of harassment and discrimination. However, an organisation is in a unique position to make a significant difference – especially when supported by legislation.

Recent changes to the Fair Work Act legislation introduced a positive duty requiring an employer to take reasonable and proportionate measures to eliminate, as far as possible, sexual harassment and harassment or discrimination on the ground of a person’s sex .

We all have a joint responsibility to provide a safe workplace, free from any form of harassment, bullying and discrimination. However, the organisation now has the responsibility to proactively take steps to prevent harassment, bullying and discrimination from occurring in the first place, instead of simply responding to conduct that has already occurred.

While the recent changes specifically pertain to workplace sexual harassment, they provide one example of how workplace law and action at an organisational level can combine to eliminate disrespectful behaviours that contribute to inequality.

Acclaimed Workforce’s Workplace Relations experts can provide assistance with policy and procedure development, roll-out plans, and training aligned with recent legislative changes. Contact us to find out how we can assist with this and other DEI considerations in your business .

How to get the most out of your apprentice

Wed, 28 Jun 2023 05:17:27 GMT

Apprenticeships and traineeships have long been a core part of the Australian vocational landscape. Hiring an apprentice or trainee can be a great way of nurturing the next generation of employees, while also helping to cover specific skill gaps or anticipate future needs within your business.

At the same time, completion rates for apprenticeships and traineeships are surprisingly low . Non-completion can be disheartening for employers, who may feel their investment of time and money has been squandered; and equally for the apprentice or trainee, who may feel they have stumbled in their career journey just as they were starting out.

There are a number of reasons non-completion may occur. These can include, but are not limited to: the apprentice or trainee being ill-prepared for the required load of work and study; their expectations for growth and development not being met by their host employer; or by there simply being a poor “fit” in terms of culture, personality or working style.

A Group Training Organisation (GTO) can help with all of these factors. But what else can you, as the employer, do to ensure you get the most out of your apprentice or trainee – and that they get the most out of their time working with you? Here are a few of our top tips.

Set clear goals, and a pathway to reach them

Both you and your apprentice or trainee will benefit if there’s a clear plan from day one about what you and they want to gain from their time with you. Put some thought into this before they commence, so you can communicate clearly to them what it is you envision for their time with you. But also have a conversation with them on the first day about what their overall career objectives are, and how you can support them to reach those goals.

Like any employee, your apprentice or trainee is likely to be happier, more motivated and more engaged if they feel their time with you is helping them to develop and grow in a way that is aligned with what they are trying to achieve – in work and in life.

Assign them a mentor

Commencing a new job is always a daunting experience. That’s especially true for an apprentice or trainee, who is likely to be at the very start of their career journey, with little or no experience of a professional work environment.

Assigning a mentor to your apprentice or trainee will provide them some reassurance that there is someone looking out for them. The mentor also acts as a role model, who can demonstrate the kind of behaviour and work ethic that is appropriate for your workplace, and support them to follow suit.

A mentor is different to a manager. It should be someone the apprentice or trainee can relate to on a personal level, whom they can talk freely with about any anxieties or uncertainties they might be experiencing, feel comfortable asking questions, or debrief with in an informal way if issues arise.

If you’ve sourced the apprentice or trainee via a GTO, the GTO will provide some mentorship, but can only do so up to a point. It’s important to have someone on-site to model behaviour, assist with developing skills, and be a go-to person they can depend on over the course of a normal workday.

Monitor progress

You’ve had a discussion with the apprentice or trainee about their goals, you’ve laid out a plan, and you’ve established clear objectives. But how do you make sure they are ticking the boxes that are going to help them, and you, get the most out of their time with you?

It’s important to monitor the progress of your apprentice or trainee, with regular (probably weekly) structured one-on-ones where you and they can discuss their achievements, what headway they have made on specific goals, and what obstacles they may be facing.

Again, monitoring the apprentice or trainee’s progress is part of what a GTO will do. This includes supporting the apprentice or trainee to stay on top of their required study load. If you’ve sourced the apprentice or trainee via a GTO, monitoring their progress involves an ongoing three-way conversation between the apprentice or trainee, the GTO, and you as the host employer.

Be agile in providing development opportunities

The plan you set on day one doesn’t have to be set in stone. In fact, it’s likely that it will change and evolve as the apprentice or trainee does.

Maybe they are progressing at a different rate to what you or they expected. Maybe they have shown a particular aptitude or passion for an aspect of their work that you had expected to be peripheral to their main duties. Maybe your goals, or theirs, have simply changed.

Whatever the reason, it’s good to be prepared to offer different development opportunities as the need may arise. If you have good mentoring and monitoring processes in place, conversations about goals and progress will emerge naturally, and plans can be readily adapted.

Once again, if your apprentice feels like they are developing and growing in a way that aligns with both your business goals and their career and life goals, they are likely to be happier, and more motivated, engaged and productive.

And at the end of the apprenticeship or traineeship, you may find yourself with an employee you want to engage on a permanent basis, who you have nurtured in line with your skill needs, and who wants to work with you for the long term.

As a recognised GTO, Acclaimed Workforce employs apprentices and trainees and places them with host employers, and provides ongoing support and management. Contact us to find out how we can help you get the most out of your apprentice or trainee.

Purpose needs to be more than a buzzword

Wed, 28 Jun 2023 02:08:01 GMT

Purpose is much more than just a buzzword. Increasingly, having a well-defined purpose is also central to strategies for attracting and retaining staff. Research shows purpose-oriented companies experience 40 per cent higher levels of workforce retention than their competitors, and that up to 90 per cent of people would be willing to take a pay cut in favour of more meaningful work.

Hannah Rollo is responsible for people and culture at Acclaimed Workforce and its affiliate brand Bayside Group. She has a wealth of experience as a human relations and people and culture professional, with prior roles including People Relations Specialist for APAC & Americas – Turnitin, and Client and Community Relations Manager for Zodiac Consulting Group.

We sat down with her to discuss why businesses should consider making purpose a central focus of their strategies.

BG: How would you define purpose?

Hannah: A well-defined purpose guides all the activities of your business. Essentially, it’s your vehicle for having an impact on the world around you. It also provides a focal point for employees, so they can understand how their role fits within the organisation’s goals and the broader social context.

Purpose includes things like your vision – what you want to become; your mission or strategy statement – your common intent; and your values – what behaviours you will abide by. It serves as a guide for what individuals, departments and organisations do on a daily, monthly and yearly basis.

A well-defined purpose will stand the test of time, and act as a magnet that draws in the people you want in your organisation. If your purpose is clearly defined and implemented well, it means a lot of decisions made in line with that purpose almost don’t need to be explained. Everyone will understand why those decisions have been made.

Why is it important for businesses to have a clear purpose?

The obvious answer is that purpose gives your business direction. It’s like a landmark on the horizon that everyone in your organisation can move towards together. It helps make sure that everyone on all levels of the business is working together towards a common, agreed-upon goal But also, more and more, people want to feel the work they do is purposeful. That’s especially true today, when we have all lived through a global pandemic, and there is a lot of collective anxiety about things happening globally, such as military conflicts, political unrest, and climate change.

For many people, their priorities have been crystalised by these events, and they want to feel a sense of meaning in what they do. In particular, meaning is a deep motivator for Millennial and Gen Z employees, who want to see how their personal “why” connects to your business “why”. A clearly defined purpose that is visibly lived out in the life of your business is one way to provide that.

What practical steps would you suggest for businesses wanting to define their purpose?

It can help to enlist an external consultant to guide this process, as they will be able to critique and understand your business more objectively. Ideally this person will be completely independent and will allow leaders to take a step back from the day-to-day and think bigger. It should be fun, engaging and a safe environment where everyone feels comfortable to truly share their views.

Trust and openness are key to a successful consultation. Engage your whole team – from senior people through to newer team members – to canvass a range of perspectives on what your vision, your mission or strategy, and your values should be. Research facilitation methods and tools that are appropriate for your team. (The Culture Canvas workshop is one example worth considering.)

Throughout the process it’s important to really listen, and take on board the input you receive. This will reduce anxieties around the collaboration process being tokenistic, and help with buy-in and connection from staff later on. It also means the purpose you end up with reflects the authentic aspirations of what those within your business really want to achieve within your business.

This can be a really exciting journey to go on. In my experience people often will appreciate the opportunity to take a few steps back from their day-to-day busyness and think about why they are there, and gain a better understanding of why other people are there also. The sense that everyone had a part to play in the creation of this purpose is incredibly powerful.

Do you have any tips for businesses to gain buy-in from staff?

Hopefully, if authentic listening and collaboration has been part of the process of defining your purpose, that buy-in will be there from the start. The rollout is really important though, there need to be clear markers for how purpose is going to be implemented in the day-to-day operations and culture and long-term planning of your business.

Importantly, you need to make sure you are living out your purpose. Always refer back to it when making decisions. Find little ways of celebrating things that are aligned to purpose, for example by starting meetings or training sessions by talking about someone from your team who has embodied the purpose during the past week.

Remember too that your purpose is not just restricted to the workplace itself but also reflects your broader social impact. Consider whether there are charities, community groups or other causes your business can support that align with your purpose, and encourage your employees to get involved.

New starters or people considering coming to work with you should be able to not just hear and understand your purpose, but look at your business and see the ways in which that purpose is being fulfilled, both daily and in the longer-term. It’s one important way to inspire people to want to join your team, and also to encourage those who already work with you want to stick around.

Need more advice on organisational purpose, including key research and practical tips? Download our free Good Workplace Guide to read more on this as well as six other considerations for attracting, engaging and retaining the best talent for your business.

Wage theft crackdown: what you need to know

Tue, 20 Jun 2023 00:03:05 GMT

Wage theft is back in the news this month following reports of BHP underpaying 30,000 of its employees . These underpayments, dating back to 2010, were due to an average of six leave days being incorrectly deducted from affected employees.

The financial implications for the Melbourne based mining, metals, and natural gas petroleum juggernaut are substantial, with BHP estimating it will cost around $400 million to pay back employees. That’s before any penalties that may need to be paid if the investigation by the office of Fair Work Ombudsman Sandra Parker finds there has been a breach of employment law.

It’s the latest high-profile case to put wage theft under the spotlight. Commonwealth Bank and Commsec are currently under investigation by the Ombudsman’s office, for allegedly underpaying 7000 employees by a total of $16 million. Super Retail Group, Qantas, Westpac and David Jones have also come under the Ombudsman’s microscope for alleged underpayments.

“It's an issue that's certainly not going away," Parker told ABC Radio National. "On a positive note, it's good that the companies are waking up. and it's good that they're auditing and it's good that they're making good. But it is taking a long time and it's a frustrating process."

Suncorp is an example of this. It underpaid more than 15,800 employees between 2014 and 2022. The inconsistent use of ‘Rostered employee’ and misunderstandings of appropriate entitlements led to the underpayment of entitlements including overtime, shift loadings, weekend penalties, annual leave loading, public holiday loadings, minimum rate of pay, long service leave, redundancy, payment in lieu of notice, meal allowances and superannuation.

Suncorp first identified underpayments after commencing an internal review into specific pay and leave practices and its rostering systems.

Federal government cracking down on wage theft

Wage theft is an issue that all companies large and small need to be increasingly aware of, and not only because of the severe financial and reputational damage they can suffer if they are found guilty of it. The Federal Government is currently considering reforms that would follow in the footsteps of Victoria and Queensland in cracking down on wage theft. Those reforms could see individuals such as directors and HR managers facing imprisonment and penalties up to $825,000 per breach.

Ensuring that every employee is paid correctly – which includes providing them with the correct leave entitlements, as well as penalty rates where applicable – is not merely a matter of organisational justice. It’s at the very foundation of businesses operating ethically and compliantly within the Australian employment landscape.

Australian employment law is among the most complex in the world . What’s more, it recently has undergone the most significant changes since the introduction of the Fair Work Act in 2009. It is therefore more essential than ever to have rigorous checks and balances in place. A spot check or audit by an external consultant can be a good place to start.

As part of our suite of expert workplace relations services, Acclaimed Workforce can provide initial spot checks or comprehensive wage audits to ensure your business is compliant. Contact us today to find out more .

Is your workplace compliant with recent changes?

Tue, 30 May 2023 05:20:23 GMT

Not only is the employment landscape in Australia one of the most complex in the world, but it is also going through the biggest changes since the Fair Work Act was introduced in 2009. There are numerous policy, procedural, cultural and other concerns that all Australian businesses need to attend to in order to ensure they are and remain compliant.

Non-compliance presents significant economic and reputational risk to the employer and can have major consequences for employees, their families and communities. As such it is more important than ever to remain vigilant. Here are a few key areas that all workplaces should consider now.

Workplace code of conduct, policies and procedures

The flurry of recent changes in employment legislation , including Respect@Work and changes related to flexible work practices and psychosocial safety , all have had a significant impact on organisations’ policies and procedures. All workplaces need to review their policies and procedures to ensure they remain compliant.

But it’s not enough for policies to simply be compliant. They must also play a role in establishing the organisation’s underlying principles and strategic direction. For example, employers should ask themselves:

Do your employees read and understand your policies?
Are your policies clear or do they create ambiguity?
Do they use inclusive language?
Do they reflect the organisation’s values and culture?

Workplace behaviour training

In other words, having a policy is not sufficient by itself. Employees and managers need to understand what is expected from them, and how to comply with the policies. As such it is worth considering providing regular training to employees on any new or existing policies and procedures, or on respectful workplace behaviour, in alignment with your organisational values.

Kinds of training you might consider include:

Bullying, harassment and discrimination
Sexual harassment and sexism at work
Cultural reset
New policy rollout

As part of our suite of workplace relations services, Bayside Group can develop fully customised training modules based on your organisational needs. We will consult with you to understand your organisation’s aspects, culture, needs and concerns, provide a proposal and deliver tailormade training to address these.

Wage theft reforms

Individuals such as directors and HR managers could face imprisonment and penalties up to $825,000 per breach under wage theft reforms being currently considered by the Federal Government. These changes would follow similar legislation already in force in Victoria and Queensland. Getting it right has never been more important.

The consequences of wage theft extend far beyond the financial, however. It also impacts on morale, employee engagement and retention, and can seriously damage an organisation’s reputation. It is therefore essential to have checks and balances in place. A spot check or audit by an external consultant can be a good place to start.

Do I need external help?

It's true that not every organisation needs, or has the resources for, a full-time capability to manage the range and complexity of workplace relations issues that may occur. In such cases, it is worth considering whether an external consultant or even a short-term or long-term secondment for professional HR support might be beneficial.

Bayside Group’s expert workplace relations team offers a range of employer compliance and workplace relations consulting services with flexible delivery − from simple telephone queries to on-site or off-site services for more complex employee issues. We can also provide onsite or remote secondments of professional HR and IR support, for short-term assignments or long-term projects.

Given the complexity of Australia’s employment laws and the significant recent and upcoming changes, it’s more important than ever that all workplaces take steps to ensure they are compliant. If you’re unsure about any of the above, call us on 03 9864 6000 today to find out how we can help.

Need an apprentice? GTO is the way to go

Wed, 24 May 2023 00:36:00 GMT

Hiring apprentices or trainees can be a great way of filling skills gaps and nurturing the next generation of employees within your organisation. But the significant administrative burden and risk of non-completion can be a deterrent for many employers.

That’s where a Group Training Organisation (GTO) can come in useful. A GTO such as Acclaimed Workforce will do all the legwork of finding and engaging an apprentice or trainee, take on much of the associated risk and responsibility, and provide ongoing support to ensure the experience aligns with the expectations and objectives of both employer and employee.

Here are a few ways that a GTO like Acclaimed Workforce can help make sure you get the most out of working with apprentices or trainees.

Further reading: Five in-demand fields for apprentices and trainees

Finding the right candidates

There’s always a risk involved with engaging a new employee. They might seem to have the right attributes on paper. They might present well at interview. But there’s no way of knowing for sure that they will be a good fit for the business and the role until they are actually on site working.

This is one of the major appeals of working with a GTO for your apprentice and trainee needs. A GTO will take away a lot of the guesswork, getting to know prospective apprentices and trainees, taking time to understand host employers’ particular needs, and making sure there is a good match.

Significantly, nearly three quarters of completing apprentices and trainees employed through a GTO are engaged by their host employer upon completion. This is a major benefit to the business, which acquires employees it knows are trained to its standards.

In addition to being a GTO, Acclaimed Workforce provides a whole suite of workforce services, and has decades of experience matching talent with employers. We’re well placed to ensure the apprentice or trainee we place with you is the right person for the job.

Carrying the load

There’s a lot of legwork involved in engaging an apprentice or employee. There’s paperwork and contracts to complete. There’s a need to ensure the candidate is enrolled in the required training and learning the right skills. Once they’re working, there’s an ongoing need to monitor and manage the apprentice or trainee’s performance, both on and off site.

The GTO actually employs the apprentice or trainee, then on-hires them to the host employer. This means they will take care of all of that legwork and legal responsibilities. They will also conduct inductions and safety training, manage payroll and provide HR support for the apprentice or trainee. And they will monitor the apprentice or trainee’s progress and provide support to help them meet training targets.

It can be useful to think of the GTO as an extension of your business and as part of your employee whole-of-life cycle. It's almost like having an extra supervisor and mentor for the apprentice or trainee who can take care of employment-related matters, freeing up the on-site supervisor to focus on the trade skills and training that the person needs for success.

Reducing risk

Managing employment risk is one of the most significant benefits of using a GTO. Because the GTO employs the apprentice or trainee on the host-employer's behalf, the GTO takes on a lot of the risk burden for that individual. This includes taking on responsibility for compliance, along with all insurances and for workers compensation, and ensuring contracts and wages are correct and compliant.

The arrangement also means there is no contract drawn between the host employer and the apprentice or trainee directly – your contract is with the GTO. This allows for some flexibility if for some reason the candidate does not turn out not to be a good fit. The GTO can support the apprentice or trainee to find a more suitable position, and the host employer to find a more suitable candidate.

This flexibility is an attractive feature of GTOs and can provide peace of mind to the host employer. It is worth noting though that apprenticeships and traineeships managed by a GTO result in higher retention and completion rates . This means the host employer gets the most out of their investment, and it saves them time and money because they don’t have to recruit as much.

In short, a GTO will do the legwork and take on employer responsibilities, meaning the host employer can focus on running their business.

If you’d like to find out more about Acclaimed Workforce’s GTO service, contact us today .

Is your workplace mentally healthy? It needs to be

Mon, 22 May 2023 00:43:03 GMT

Last year, Safe Work Australia updated its Model Workplace Health and Safety Regulations to reflect a growing awareness of the importance of mental health and wellbeing for workplace safety. The Model Regulations now include definitions of psychosocial hazard and psychosocial risk , as well as guidance for how a WHS policy can enshrine obligations to manage and minimise such risks.

A psychosocial hazard is defined in the Model Regulations as a hazard that arises from, or relates to, the design or management of work, a work environment, or workplace interactions or behaviours that may cause psychological harm. A psychosocial risk is “a risk to the health or safety of a worker or other person arising from a psychosocial hazard”.

Psychosocial hazards can include things like unrealistic job demands, violence and aggression, bullying and harassment (including sexual harassment), conflict or poor relationships, micro-management or lack of trust, poor organisational justice, lack of reward and recognition, and traumatic events – basically, anything that can contribute to worsening overall mental health.

Under WHS laws, all Australian workplaces have an obligation to minimise health and safety risks by eliminating, or reducing as much as is practicable, health and safety hazards – and that includes psychosocial hazards . All WHS plans should therefore include controls to manage psychosocial risk. The Safe Work Model Regulations include key considerations for such a plan, including things like:

the duration, frequency and severity of the exposure of workers and other persons to the psychosocial hazards;
how the psychosocial hazards may interact or combine;
the design of work, including job demands and tasks;
the systems of work, including how work is managed, organised and supported; and
the design and layout, and environmental conditions, of the workplace.

With compensation claims for work-related psychosocial injury on the rise , workplaces would be wise to review their WHS policies and practices to ensure they adequately address psychosocial risk.

Inclusion and mental health

But it’s not just a question of policy. When it comes to psychosocial safety, workplace culture is an equally important consideration. Ensuring that all interactions are respectful, that work is purposeful, and that employees are engaged and progressing, are all things that can contribute to a psychologically safe workplace. Another factor that’s important to consider is inclusion.

We wrote last week about the role workplace diversity plays in employee mental health and wellbeing. Our focus was on the experiences of LGBTQIA+ employees. People in LGBTQIA+ communities tend to have poorer mental health outcomes in general. That can be exacerbated in the workplace by the fact that one in two LGBTQIA+ workers hide their true selves at work .

The flipside of this is that creating an environment where closeted workers feel safe to be who they are has significant benefits for staff retention and productivity. From its research, gay and lesbian specialist marketing firm Out Now estimated the potential financial benefits for Australian workplaces of such inclusivity to be as high as $285 million per year.

This extends beyond LGBTQIA+ people. There are many other marginalised groups who are more vulnerable to suffering poor mental health and wellbeing outcomes as a result of exclusive workplace cultures or practices. Where these groups intersect, the risk is even higher. Cultures of inclusion and belonging on the other hand increase engagement and allow employees and the business to flourish alongside each other.

The benefits to business of diversity, equity and inclusion (DEI) have been well established . It leads to better performance, improved decision-making, collaboration and innovation, and higher rates of employee attraction and retention, especially among Gen Z. The interplay between DEI and the psychosocial safety of employees adds yet another layer of importance.

Mental health for employee retention

None of this is just about ensuring compliance with WHS laws. Increasingly, it’s also a central consideration for businesses’ people strategies.

In Australia, a study by Beyond Blue found that 91 per cent of employees believe mental health in the workplace is important. This is a larger group even than those who valued physical safety (88 per cent). This aligns with the findings of one US study that 68 per cent of millennials and 81 per cent of Gen Z had left roles for mental health reasons.

More and more, employees and prospective employees are seeing the importance of work environments that promote good mental health and wellbeing. For attracting and retaining employees, businesses of all types and sizes should be doing all they can to ensure that psychosocial safety is a central focus of workplace policies, practices and cultures.

Download our free Good Workplace Guide to learn more about how good mental health and wellbeing practices can help you attract and retain talent.

IDAHOBIT highlights the economic impact of inclusion

tkroenert@baysidegroup.com.au (Tim Kroenert) — Wed, 17 May 2023 00:46:22 GMT

Today is the International Day Against Homophobia, Transphobia, and Biphobia (IDAHOBIT). Each year IDAHOBIT raises awareness of the challenges faced by LGBTQIA+ communities. It also highlights the work that needs to be done to ensure everyone can live free from discrimination and violence.

It’s an important message. It’s easy to look at developments in Australia in recent times and think that when it comes to support for LGBTQIA+ rights and wellbeing, it’s been all progress. Things like the passage of marriage equality laws and the introduction of pride rounds in major sporting codes increase visibility of these communities and promote a general attitude of inclusion.

But there is still work to be done. Just ask the trans rights activists in Melbourne who earlier this year found themselves facing off against white nationalist protestors displaying Nazi salutes . This IDAHOBIT, a number of community events have been cancelled or moved online due to threats of violence . Such incidents have led advocates to call for stronger legal protections across Australia, to better protect trans communities and other vulnerable groups from vilification and hate speech.

In fact, the marriage equality survey that preceded the changes to Australia's marriage laws actually increased incidences of violence against LGBTQIA+ people. It also resulted in an up to 40 per cent increase in mental health service use in areas of Australia.

These realities have a significant bearing on LGBTQIA+ individuals, their families, friends, and communities. IDAHOBIT presents an opportunity to reflect on how we, as individuals, workplaces, and society in general, can be truly inclusive – and reap the benefits of that inclusiveness.

LGBTQIA+ people in the workplace

A 2021 study into the health and wellbeing of transgender Australians concluded that widespread discrimination contributed to health inequity and prevalent mental health conditions among the trans community. LGBTQIA+ youth are five times more likely than the general population to attempt suicide, with trans youth being almost 11 times more likely. And almost a third of people who identify as gay in Australia have an anxiety disorder, compared with 14 per cent of straight people.

Unsurprisingly, inclusivity also has a bearing on the wellbeing and job satisfaction of LGBTQIA+ employees themselves. The Australian Workplace Equality Index suggests that one in two LGBTQIA+ workers hide their true selves at work for fear being out could damage their career.

This can affect not just the mental health and wellbeing of those employees, but be detrimental to the company. Lesbian and gay marketing specialist firm Out Now estimates that in Australia, the financial benefits associated with creating an environment where closeted workers feel safe to be who they are could be as much as $285 million per year . This includes an 11 per cent increase in staff retention and 30 per cent improvement in the productivity of closeted workers.

In short, LGBTQIA+ inclusion not only makes good sense from a basic human perspective – it also makes good business sense. In fact, our own research has shown that diversity, equity and inclusion are increasingly important to businesses’ employee attraction and retention strategies .

Consider, for example, that more than three quarters of job seekers consider diversity to be an important factor when evaluating job offers. Of people who are already employed, 39 per cent would leave their current organisation for a more inclusive one. For Gen Z, that figure is 50 per cent.

United in diversity

The theme for IDAHOBIT 2023 is “Together always: united in diversity”. For all Australian workplaces it’s a perfect opportunity to reflect on how true inclusivity can support individual employees, businesses, and society more broadly to flourish together.

“In a time where the progress made by our LGBTQIA+ communities worldwide is increasingly at risk, it is crucial to recognise the power of solidarity, community, and allyship across different identities, movements, and borders,” say the organisers of IDAHOBIT.

“By coming together and raising our voices, we can make a difference in the lives of LGBTQIA+ individuals and communities worldwide.” Employers have a critical role in this.

Download our free Good Workplace Guide for useful tips on how to ensure diversity, equity and inclusion are cemented in your workplace’s policies and culture.

HR compliance checklist and key dates 2023

Wed, 26 Apr 2023 22:51:46 GMT

The last six months saw the most significant and wide-ranging changes in employment law since the Labour government scrapped the WorkChoices legislation in favour of the Fair Work Act in 2009. These changes included:

the Fair Work Legislation Amendment (Secure Jobs and Better Pay) Bill 2022;
the Anti-Discrimination and Human Rights Legislation Amendment (Respect at Work) Bill 2022; and
the Fair Work Amendment (Paid Family and Domestic Violence Leave) Bill 2022.

Some parts of these amendments came into effect when the respective Bill passed, while other parts will follow later this year.

If businesses have not already updated their policies and procedures to reflect the changes that have already come into effect, they need to do so immediately. For those changes that come into effect later this year, businesses should be planning ahead now.

If you have any uncertainty about what you need to do and when regarding the new employment legislation, contact Bayside Group’s Workplace Relations consultants for advice and support.

As a general overview, here are the key dates of some of the important changes, as well as some actions employers need to take to remain compliant with the new legislation.

Sexual harassment changes

As per the Respect@Work Bill, employers now have a ‘positive duty’ to eliminate sexual harassment at work instead of reacting to a complaint. The time limit for sexual harassment complaints has also been increased from six to 24 months. Effective since November 2022

The Fair Work Commission now has powers to make orders to deal with sexual harassment complaints. Sexual harassment policies need to align with these new powers, and employers need to provide training to employees around “stop sexual harassment” orders. Effective since March 2023

Family and domestic violence changes

We outlined the changes to family and domestic violence leave in detail when the legislation first passed. However, it is worth noting that a couple of these changes have now come into effect across all businesses, other than small businesses.

All employees, including casuals, are now entitled 10 days’ paid family and domestic violence leave per year. This leave doesn’t roll over, but resets to 10 days at the start of each year. Effective since February 2023*

Employers must ensure not to record “domestic violence leave” on a payslip, to protect employees’ privacy. Effective since February 2023*

*For small businesses the commencement date is 1 August 2023.

Other changes now in effect

Several new protected attributes now exist under discrimination laws. These include breastfeeding, gender identity and intersex status. Managers and employees must be educated about these changes and understand what constitutes discriminatory policy and action regarding these attributes. Effective since December 2022

When it comes to employment contracts, pay secrecy clauses are now prohibited. Employers must ensure to remove any pay secrecy clauses from employment contracts to avoid civil penalties. Effective since December 2022

Upcoming changes

There are a number of things employers and HR managers should do to prepare for changes that will come into effect later in the year.

First, employers should update policies around flexible work arrangements and be careful when denying flexible work requests, as employees will soon be able to file a dispute in the Fair Work Commission. Effective June 2023

Leaders should also be updated on the enhanced small claims process. The monetary cap has been increased from $20,000 to $100,000, and successful employees will be able to get any filing fees paid to the court back from the other party. Effective July 2023

Finally, employers need to be aware that there is an incoming prohibition on using fixed or maximum-term contracts that are longer than two years or for more than two consecutive contracts (whichever is shorter). Effective December 2023

Australian workplace law is among the most complex in the world. Bayside Group’s workplace relations team can provide advice and support to businesses navigating the complexity and significant legislative changes like those outlined today. Contact us to find out how we can help you.

Five in-demand fields for apprentices and trainees

Wed, 26 Apr 2023 05:53:24 GMT

In January the federal government released an expanded apprenticeship priority list. Noting national skills shortages and persistent low completion rates among apprentices and trainees, Minister for Skills and Training, the Hon Brendan O’Connor MP announced an expanded list of occupations that are eligible for up to $5000 in direct payments to apprentices, and up to $15,000 for employers.

“Wherever you look, there are skills gaps, with the latest analysis showing 47 per cent of trade and technician occupations are in shortage, up from 42 per cent in 2021,” Minister O’Connor said. “Providing targeted support to increase the uptake and completion of apprenticeships in critical sectors is essential to plugging the skills gaps we face.”

Combining hands-on training with real-world work experience, apprenticeships and traineeships have long been a part of Australia’s vocational landscape. Acclaimed Workforce, as a registered Group Training Organisation , works alongside businesses and apprentices/trainees alike, to help plug skills gaps and support the next generation of workers in key Australian industries.

With that in mind, we look at five priority areas for apprentices and trainees in 2023 and beyond.

Electricians

From infrastructure to construction to a wide range of industries and businesses, people with electrical skills are always going to be in demand. Apprenticeships and traineeships have long been a key part of career pathways in the trades, and electricians are no exception.

As well as general electricians, there are numerous vocational training opportunities within a variety of sub-disciplines. For example, electrotechnologists are involved with installing, servicing, repairing, and maintaining electrical equipment for residences and commercial and industrial properties. Electrical fitters on the other hand construct electrical equipment and circuits in a range of settings.

An apprentice or trainee in one of these sub-disciplines can assist businesses with filling specific skills gaps or broadening their service offerings.

Business management/business administration

A sound understanding of how a business is run is a valuable, highly transferrable skill that can be put to use in just about any industry.

While an MBA is often viewed as the peak academic qualification for those in the world of business, a traineeship in business management or administration can be an effective entry point, providing the key to a business career pathway and bringing invaluable hands-on experience. This experience can be particularly useful for someone aspiring to be a manager or even start their own business.

For employers, bringing on apprentices in business management or business administration can provide an opportunity to nurture the next wave of leaders within their company, and guide their development in line with specific skill needs or strategic requirements.

Warehousing and logistics

Particularly with e-commerce booming, there is growing demand in Australia for employees with skills in warehousing – storing, receiving and dispatching goods – and logistics, which deals with the planning of transportation of goods from one place to another.

These are fast-paced industries that often have clear pathways for advancement to more senior roles, such as supervisor or manager. The organisational, teamwork and communication skills gained through warehouse and logistics work are transferrable to just about any job you can think of.

As with the other areas discussed in this article, apprenticeships and traineeships provide an ideal entry point for people entering warehousing and logistics, as well as an economical way for business owners to grow their workforce, in both size and capability.

Agriculture

Broadly speaking, agriculture is the science or practice of farming. It’s a diverse field that incorporates many different specialisations, applications and disciplines.

An agronomist, for example, deals with field crop production and soil management, especially with crops that are grown on a large scale such as small grains. A horticulturalist on the other hand will tend to focus on the growing of flowers, fruit and vegetables, including for commercial use.

Agriculture can include the rearing of animals for human consumption, such as in pork production. Another sub-category is permaculture, which involves a more holistic approach to land management based upon natural ecosystems.

As an industry, agriculture also has a high demand for people with business skills (because of the notable commercial aspects) and laboratory skills (for example, for quality assurance or research and development purposes).

Apprenticeship and traineeship pathways exist to bring employees into all of these aspects of the agricultural industry.

Wine making/cellar hands

The wine industry took a bit of a hit during recent years due to La Niña, with adverse weather conditions impacting grape production and vintage in many areas. But Australia’s winemaking tradition is long and resilient and Australian wine is expected to bounce back.

Wine makers oversee the wine production process, while cellar hands tend to do a lot of the routine jobs involved in making and bottling wine. This includes weighing, measuring and processing ingredients; taking samples and adjusting treatment conditions as part of monitoring and maintaining quality; cleaning and operating machinery; and bottling and packaging the wine itself.

As occurred in many industries, the pandemic years saw a downturn in the number of people available with the skills to perform the many tasks involved in wine production. Apprenticeships and traineeships, alongside other employee engagement and retention strategies, provide an opportunity for companies who produce wine to build a flourishing workforce.

Acclaimed Workforce provides employment solutions to help employers combat skill shortages. As a recognised Group Training Organisation (GTO), we employ apprentices and trainees and place them with host employers, as well as providing ongoing support and management of the apprentice or trainee. Learn more about how our GTO service can help your business .

Bumper year for injuries puts focus on forklift safety

Thu, 20 Apr 2023 23:45:00 GMT

Various work safety authorities continue to highlight the importance of forklift safety, with numerous workplace injuries and deaths still attributed to forklift-related incidents in recent years.

WorkSafe Victoria noted it received 142 claims in 2022 . The biggest contributor was the transport, postal and warehousing industry, which accounted for 45 claims. The manufacturing and wholesale trade industries also experienced a high number of incidents, with 35 and 32 claims respectively.

WorkSafe Queensland also had a horror run in 2022, reporting three serious forklift incidents – including a fatality – in the space of four months. A safety report from SafeWork NSW meanwhile revealed an average of more than 250 forklift related incidents per year between 2017 and 2022.

Acclaimed Workforce is ISO 45001 certified for health and safety management. Contact us to find out how we can support safe forklift practices for your business.

“While forklifts are compact and manoeuvrable, they can become unstable when carrying loads,” warns SafeWork SA . “Fully laden, a standard two-tonne forklift can weigh approximately five tonnes. Even at low speeds, forklifts can cause serious injuries.”

The many risks associated with the operation of forklifts need to be carefully managed. It’s therefore important for businesses and employees to work together, to ensure that forklift safety is paramount in workplace policies and practices. Let’s take a look at some common risks and safety tips for all businesses that use forklifts.

Common risks

The most common forklift-related injuries are incurred by pedestrians being struck by a forklift in motion, closely followed by injuries that occur when operators are getting on or off the forklift. Other safety risks occur when forklift loads are improperly secured, or when forklifts tip over.

Eight people have died in the workplace in the past four years as a result of forklift incidents, including from forklifts tipping over, or from an employee falling from a raised cage or being struck by unsecured forklift loads.

It is worth noting there is a significant financial and legal risk to businesses where forklift related injuries occur. Nearly $700,000 in fines were imposed by the courts against companies and directors in 11 WorkSafe prosecutions last year. The director of one company is currently up on manslaughter charges after a forklift he was operating tipped and crushed a contractor.

Safety advice

Avoiding injury or death as a result of forklift operation is a combination of following basic safety rules, having clear policies and procedures around the operation of forklifts, and both employers and employees practicing vigilance and common sense whenever forklifts are in use.

Firstly, it’s important to ensure all operators are properly trained and qualified . Acclaimed Workforce not only supports developing comprehensive injury management and safety prevention policies, but also has hands-on experience providing training to forklift operators .

Given that many forklift-related industries involve pedestrians being struck, put in place exclusion zones . Use physical barriers such as fences, guardrails, boom gates, or even just brightly coloured floor markings, to indicate areas of safe passage for employees moving about by foot.

Make sure that all forklift loads are properly secured and always avoid overloading forklifts. An improperly secured or unbalanced load presents as much risk of death or injury to people loading or unloading a forklift, or working nearby, as the forklift itself does.

It is worth having a forklift safety checklist in place to make sure the forklift is in a safe condition to be used and that safe procedures are understood and followed by all employees operating or working in the vicinity of forklifts. WorkSafe Victoria provides a comprehensive forklift safety checklist that can be used as a basis for your procedures.

Distracted driving is dangerous

Forklift operators always need their hands and minds on the job and must avoid unnecessary distractions. In particular, mobile phones play a role in distracting forklift operators, taking their attention away from the task at hand, either briefly or for prolonged periods.

It is strongly advised to avoid using mobile phones when operating a forklift. Just as they are to drivers on the roads, mobile phones are a risky distraction to operators of forklifts.

Mobile phones can be distracting even when they aren't being used. Operators can lose control of their forklift when seeking to grab an unsecured item that is in danger of falling within the cab area. This might be a mobile phone, or it can be something as trivial as a pen. It is often a reflex response from the operator that takes one or both hands away from the controls.

It is advisable that forklift operators not to have any unsecured items – including mobile phones – within the cab area at any time.

Plan now to eliminate risk

Remember that forklift safety, like all workplace health and safety issues, is everyone’s responsibility. Managers should ensure there is a safety plan in place and communicate frequently with workers to identify and eliminate potential gaps in the plan. As always, consultation is key when it comes to identifying and removing workplace health and safety risks.

Acclaimed Workforce provides a range of injury prevention and safety management services that can be used to bolster safety initiatives in large organisations, or to deliver comprehensive safety solutions for small and medium enterprises. Contact us to learn more about our ISO 45001 certified health and safety management services.

GTOs help reverse apprentice non-completion rates

Mon, 27 Mar 2023 23:58:10 GMT

Despite the many benefits of traineeships and apprenticeships, low completion rates persist in Australia. At last check, the rate sat at around 58 per cent nationally. This means that more than one in every three people who commence a traineeship or apprenticeship does not complete it.

It’s concerning, because such programs which combine training and education with practical, real-word experience, have long been a core part of Australia’s vocational landscape. Non-completion can have significant impacts both for the individual and for the business that has invested in them.

Credible group training organisations (GTOs) provide a possible solution. A report by the National Centre for Vocational Education Research (NCVER) highlights how GTOs have been helping reverse the trend . It makes a compelling case for businesses to engage a GTO for their apprentice and trainee needs.

As a registered GTO and licenced labour hire agency, Acclaimed Workforce provide ongoing support to apprentices, trainees and their host employers. Find out how we can support you.

Essentially, a GTO functions as the employer who on-hires the apprentice or trainee to a business that needs them. The GTO will help to match the apprentice or trainee to a business that will be a good fit, providing ongoing support and mentorship throughout their study and on-site training.

This guidance and care is a key feature of GTOs, as it can help ease the transition for a person who may be unaccustomed to, or unaware of, the demands of a professional work-study arrangement (more than 71 per cent of trainees and apprentices engaged by a GTO are under the age of 20).

The data in the NCVER report is rather complex, complicated by employer size and apprentice demographics, all of which have an impact on the likelihood of apprentices completing. Even so, the conclusions reached by NCVER Managing Director Simon Walker are unequivocal.

“After accounting for the different demographic profiles of GTO apprentices and trainees and employer size,” writes Walker, “the study shows that GTO completion rates for all apprentices and trainees are substantially higher than for small and medium direct employers.”

(The comparison with small and medium direct employers is significant because GTOs tend to service businesses of this size rather than larger businesses.)

Acclaimed Workforce is a recognised GTO, complying with the national standards for group training organisations. We see this as a natural progression of our decades of experience engaging and managing on-hired workforces to meet skills and labour requirements of our clients.

It also builds upon our considerable success providing training and upskilling to employees, such as our 2019 work experience program for De Bortoli Wines in NSW , or varying program we have been involved in, such as training to address a shortage of forklift drivers in regional South Australia .

Gaining GTO recognition is another way for us to provide a leg-up to the next generation of workers, while further supporting our clients to fill skills gaps and build capability within their business – especially at a time of low unemployment and labour shortages across many industries.

If you are a business in need of an apprentice or trainee , or an individual looking for a role as an apprentice or trainee , contact us today, 1300 119 229.

Understanding family and domestic violence

Tue, 14 Mar 2023 22:17:18 GMT

This article contains discussions of family, domestic and sexual violence. If you or someone you know is experiencing domestic or family violence, you can contact 1800RESPECT on 1800 737 732 or through the online chat . Call 000 if you are in danger.

Changes to family and domestic violence leave came into effect on 1 February 2023. The introduction of 10 days of paid family and domestic violence leave for all Australian workers is a significant development in Australian workplace law. For one, it is the first time Australia has had a fully paid leave entitlement for casuals. It’s also seen as a crucial step to enhancing workplace gender equity , given that family and domestic violence disproportionately affects women.

We previously provided an overview of the changes and their significance for all Australian businesses, including advice for employers on how to prepare . But family and domestic violence is often very complex, and its impacts both on the individual and their broader community can be significant and long-lasting. It is important for employers to understand the forms such violence can take, and the complexities of how it impacts individuals, their families and society in general.

It is important, too, for employees to understand these complexities. One in three women and one in four men have experienced physical violence by an intimate partner. Those figures don’t include other forms of family and domestic violence, such as emotional, psychological or financial violence. It is extremely likely that over the course of the average person’s career, they will have worked, are working, or will work with someone who has experienced some form of family or domestic violence.

Below, we describe some of the different types and effects of family and domestic violence, as well as providing some general advice for employers.

What is family and domestic violence?

According to 1800RESPECT, a confidential information, counselling and support service for people experiencing domestic or family violence: “Domestic and family violence happens when one person in a relationship hurts another or makes them feel unsafe.”

It can occur in the context of any family relationship. In the case of intimate partners, it can also occur after the relationship itself has ended.

Typically, it involves any behaviour that makes the person feel scared or worthless. It is a repeated pattern of behaviour that seeks to exert power and control over that person.

Different types of family and domestic violence

Physical violence is one of the most outwardly visible forms of family and domestic violence. But it can take many other forms. Some examples include:

Emotional abuse, including yelling, insulting, name-calling, swearing, or other behaviours emotional abuse is other behaviours that make the person feel worthless and put down.
Financial abuse, where the person’s behaviour is controlled or manipulated by limiting their access to money.
Technology facilitated abuse, such as monitoring an intimate partner’s computer and phone use or publishing intimate photos of them without their consent.
Social abuse, which is behaviour that aims to cut a person off from their family, friends, or community, and/or to damage their relationships.

Even if the violence does not result in physical injury, the effects of all of these types of violence can still be significant for the person’s mental health and wellbeing , and their sense of self-worth. This can then further affect their social and work lives. 1800RESPECT provides more information on the different forms family and domestic violence can take.

Who is at risk?

In a word: anyone. Any person can experience some form family or domestic violence at some point in their lives, regardless of age, race, gender, sexual identity, education level, socio-economic status, or any other factor. Remember that for physical violence alone, the numbers are as high as a third of all women and a quarter of all men will have this experience.

Women tend to be at higher risk than men, as reflected in the figures above. When the focus is on intimate partner violence, the discrepancy is still more striking. One in six women have experienced physical or sexual violence by a current or former partner , compared with one in 16 men.

Aboriginal and Torres Strait Islander people are an especially vulnerable group, and are also more likely to experience family violence that is severe. According to the Australian Human Rights Commission, First Nations women are 32 times more likely to be hospitalised and 11 times more likely to die from family violence than non-Indigenous women in Australia.

People with disability are another particularly vulnerable cohort. In the Mission Australia study linked to above, this group was found to be nearly twice as likely to have experienced physical and/or sexual violence from a partner in the previous year than people without disability.

While research surrounding family and domestic violence within LGBTQI+ relationships is limited, more than 40 per cent of respondents to one 2020 survey reported having been in an abusive intimate relationship in their lives. In 2018, 53 per cent of respondents to a sexual health survey for trans and gender diverse people said they had experienced sexual violence or coercion.

These groups also face types of abuse specific to their lived experience , such as threats of being “outed” or of exposing their HIV status, or pressure to have surgery to “normalise” their body or to act more “male”, “female” or straight.

It’s important to remember though that while some groups experience higher prevalence than others, that doesn’t mean people outside those categories can’t also be at risk of family or domestic violence. To reiterate, it really is an issue that can affect anyone.

What are the effects?

For the individual, domestic and family violence can affect emotional adjustment, physical health and subsequent relationships, both in the immediate and long-term .

The Australian Institute of Health and Welfare notes the ongoing effects on individuals can include acquired brain injuries, disabilities or chronic health issues, mental health issues, problems with substance use, self-inflicted injuries, and suicide. Family and domestic violence can lead to social isolation and financial insecurity, and is one of the leading causes of homelessness in Australia.

The effects are not isolated to the individual who experiences the violence though: they can be far-reaching. There are flow-on impacts for families – for example, children who witness domestic and family violence can experience significant mental health and development challenges as a result.

The effects of family and domestic violence also place a significant burden on the health and criminal justice systems, and society more broadly. In fact, violence against women – which includes a high rate of intimate partner violence – costs the Australian economy around $21.7 billion a year .

Employer responses and responsibilities

Previously, the National Employment Standards included five days of unpaid family and domestic violence leave per year. That changed with the passing of the Fair Work Amendment (Paid Family and Domestic Violence Leave) Bill 2022, which provides for ten days of paid family and domestic violence leave per year. This is available to all employees in Australia, including casuals.

As mentioned above we’ve detailed the changes and what they mean for businesses in a previous article . To recap some of the main points about employer responsibilities:

The changes commenced on 1 February 2023 (for small businesses the commencement date is 1 August 2023). The pay entitlement is different to annual and sick leave and is a new concept for casual workers. Businesses therefore need to think about their HR systems, and also review their payroll processes to ensure the correct amounts are paid for family and domestic violence leave.

Often people experiencing family and domestic violence can feel a sense of shame or that they are going to be judged or blamed, or there will be a lack of understanding about the reasons leave might be required. It is important to ensure there is a culture of understanding, and that HR and other managers are trained to recognise the many situations that constitute family and domestic violence.

In addition to these paid leave entitlements, employers should make sure their staff have access to employee assistance programs and information about where they can obtain additional support if needed, along with robust mental health and wellbeing policies as part of WHS plans.

Family and domestic violence is everyone’s business. Workplaces have a role to play both in reducing it, and helping to ensure that those who experience it have the support they need to overcome the impacts and continue to flourish, both at work and in life.

For information or advice on policies and procedures related to family and domestic violence leave please contact the Bayside Group Workplace Relations department .

If you or someone you know is experiencing family or domestic violence, contact 1800RESPECT on 1800 737 732 or through the online chat . Call 000 if you are in danger.

Five ways to increase gender equity at work

Wed, 08 Mar 2023 01:20:34 GMT

The theme for International Women’s Day (IWD) 2023 is #EmbraceEquity. It’s an important message for Australian workplaces where the representation of women is lagging in many key industries and where progress in closing the gender pay gap has been slow at best .

We’ve identified diversity, equity and inclusion as a key consideration for all businesses , both for boosting the bottom line and for attracting, engaging and retaining employees. Gender equity is a big part of that.

It’s important to note that equity is not the same as equality. IWD points out that too much focus on equality is no longer enough, and can actually lead to cultures and practices that are more exclusive , rather than inclusive. Instead, all workplaces should be aspiring for equity as a guiding concept. But what exactly is the difference between equity and equality? And what are some practical things that business owners, managers and employees can do to help achieve true gender equity at work?

What is the difference between equity and equality?

Equality is providing everyone with the same conditions and resources. Equity is about ensuring everyone has the conditions and resources they need to access opportunities equally. It recognises everyone is different, and that our social and work structures have evolved in a way that benefits people with certain characteristics over others with different characteristics. It puts mechanisms and cultures in place to support those in the latter group to have an equal chance of success.

IWD has provided a number of cartoons to illustrate the difference simply and clearly . In one, three people of differing heights stand on identical boxes as they try to peer over a high fence. The tallest of the three can see easily, but the shortest finds themselves with their view still impeded by the fence. This is equality, where everyone has access to the same sized box, regardless of individual characteristics, which alone is not enough to produce a fair and equal outcome for all.

Equity on the other hand recognises the differences between the individuals, and adjusts the conditions and resources available to them accordingly, so everyone can see over the fence. Equity is therefore both equal and fair.

How can businesses achieve equity?

So when we talk about gender equity in work settings, we are not simply talking about treating everyone equally. True gender equity requires consideration as to the ways women have been, and are, disadvantaged by existing social and work structures and cultures, and either taking active steps to remove barriers or providing the support needed to overcome them. This means taking an honest look at workplace systems, cultures and behaviours, to identify and eliminate biases.

There are a number of practical steps that business owners, managers and all employees can take to achieve this. Below, we break down five areas that need to be considered in order to break the bias – both conscious and unconscious, and achieve greater gender equity in any workplace. These are: bias in hiring practices, pay transparency, affinity bias, and intersectionality.

Bias in hiring processes

Research has shown that unconscious sexism, racism, and ageism play a big role in who gets hired . This hiring bias is fundamentally unfair, and a huge obstacle to achieving gender equity.

Harvard Business Review provided some sound practical advice for overcoming bias in hiring practices. They recommend things like rethinking the kind of language used in job descriptions, adopting a blind review process for resumes, and making work tests a core aspect of the application process, forcing employees to critique candidates based on their skills rather than unconsciously judging them based on other attributes.

Having standardised interview questions is also important, enabling hiring managers to make a like-for-like comparison between candidate responses, and to avoid other pitfalls such as pregnancy discrimination that women have frequently encountered.

Intersectionality

The Victorian Government’s page on intersectionality defines it as “the ways in which different aspects of a person’s identity can expose them to overlapping forms of discrimination and marginalisation”. When thinking about gender equity in the workplace it’s important to understand this concept, as a woman who is also a person of colour, has experience of disability, and/or other protected attributes will often encounter multiple and compounding forms of discrimination.

In particular, things like biased hiring practises, affinity bias and microaggressions can impact women with multiple protected characteristics and their ability to find meaningful employment and progress in their career. For example, research by the Diversity Council Australia into culturally and racially marginalised (CARM) women in leadership found that:

65 per cent of CARM women agreed CARM women employees received fewer opportunities for career advancements than other women.
5 per cent felt they had to work twice as hard as employees who weren’t CARM women to get the same treatment or evaluation.
65 per cent felt they were ignored or not taken seriously by their managers because of being a CARM woman.

For workplaces to be truly equitable they need to contend with the challenges of intersectionality and develop cultures and practices that remove the barriers that hold these women back.

Affinity bias

Affinity bias describes a tendency to gravitate towards people who remind us of ourselves. When you consider that in Australian businesses women hold just 17.6 per cent of chair positions and 31.2 per cent of directorships, and represent 19.4 per cent of CEOs and 34.5 per cent of key management personnel, it’s easy to see how this can be a barrier to equity. If the majority of people in leadership are men, affinity bias can limit the opportunities offered to women for advancement in their career.

Affinity bias can take many forms. It can mean women are more likely to be talked over or ignored during meetings than their male colleagues. They might be excluded from after-work networking or team-building events (such as dinner or drinks events) where important relationships are nurtured, because they have caregiving responsibilities or due to perceptions that they wouldn’t fit in.

Women who are assertive or express strong opinions are more likely to be labelled as abrasive or troublemakers than their male colleagues (also known as likeability bias). And they are more likely to encounter microaggressions – statements, actions, or incidents regarded as indirect, subtle, or unintentional discrimination. These perpetuate stereotypes and further contribute to exclusion.

Overcoming affinity bias requires CEOs, managers and all employees to be self-aware, and willing to interrogate their thought processes and opinions. Having a mindset where diversity, equity and inclusion are practically and actively sought within the business is another way to break down the tunnel vision that leads to one category of person being favoured over another.

Pay transparency

The latest data reveals women in Australia earn 87 cents for every $1 earned by men. While the gap has closed over time, there has been little movement in the past three years . Those figures don’t even include the wages of part-time or casual workers, or the differences in female dominated industries, many of which are lower paid. Clearly there is still a lot of work to do.

Pay transparency has been identified as a key lever for helping to close the gender wage gap. Speaking ahead of IWD, Emily Martin, Vice President of Education and Workplace Justice at the US National Women's Law Center, said secrecy around ranges and rates of pay can lead to bias creep and allow gender wage gaps and other unfair pay practices to flourish.

“More and more,” she said, “we're seeing efforts to ensure that employers affirmatively provide information to job applicants or to employees about pay ranges for particular positions."

In Australia, the Fair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022 includes a ban on pay secrecy clauses in employment contracts. This significant workplace reform package passed in December 2022.

Another step forward is the opportunity for commonwealth public sector entities to voluntarily report their gender equality data to the Workplace Gender Equality Agency for the first time in 2022. Public sector entities that participate will gain a better understanding of their progress against key metrics and the ability to benchmark their performance against other organisations in their industry. To participate in the 2022 Public Sector reporting program, you will need to register the details of your organisation in the WGEA portal.

The government introduced legislation, Workplace Gender Equality Amendment (Closing the Gender Pay Gap) Bill 2023, to help close the gender pay gap at work on 8 February 2023. When this has passed parliament, it is expected that reporting will commence in 2024. These measures aim to ensure greater transparency and give women employees the knowledge they need to keep employers accountable on pay discrepancies.

Flexibility

Flexible work arrangements are increasingly the expectation of many employees. In our people strategy resource The Good Workplace Guide we identified flexibility , including things like hybrid work, flexible schedules, and part-time or condensed hours, as one of the keys to attracting and retaining employees.

These things are especially important however for enabling women to participate fully and meaningfully in the workforce. This is because women are far more likely than men to be primary carers to children, or to have other carer responsibilities. In fact, ABS data shows more than 70 per cent of carers in Australia are women, and more than 12 per cent of all women are carers.

Flexibility, alongside practical supports such as robust paid parental and carer’s leave arrangements, are therefore pivotal to providing women with equitable access to job security, economic stability and the ability to progress in their careers.

Download our free Good Workplace Guide to learn more about making diversity, equity and inclusion a key part of your people strategy.

Winners and losers in the race between inflation and wages

Thu, 23 Feb 2023 05:28:51 GMT

At first glance, the figures around wages growth look rosy. ABS data from November shows the Wage Price Index – which measures changes in the price of labour, unaffected by compositional shifts in the labour force, hours worked or employee characteristics – rose 3.1 per cent over the course of last year . This was the highest quarterly growth in hourly wages seen since 2012.

Advertised salaries are also growing at a record pace, rising 4.7 per cent to December in 2022, the fastest increase since Seek started keeping records in 2016.

A combination of factors have been credited for the increases, including changes to multi-enterprise bargaining under the “Secure Jobs, Better Pay” amendment to the Fair Work Act ; increases to the minimum wage; and a tight labour market that puts employers on the back foot in negotiations, and in competition with each other when it comes to attracting and retaining talent .

A closer look at these figures however shows the outlook for wages is not as encouraging as it first appears, especially in the context of soaring inflation, and in light of historical trends around wages growth in times of labour shortages. Let’s take a closer look at some of the data.

Wages growth by industry

As shared by Guardian Australia economics correspondent Peter Hannam, the biggest increase in the September 2022 quarter came in the retail sector at nearly 2.5 per cent. This took wages growth in retail to over 4 per cent, the highest of all industries. Administrative and support services also displayed strong growth for both the quarter and the year.

In some sectors however, including mining, manufacturing and construction, wages growth had slowed significantly, despite above-average performances over the year. Wages in education and training saw the weakest growth, at a little over two per cent for the year and less than one per cent for the quarter.

Growth is relative however, and these figures should be taken with a grain of salt. For starters, they are far outstripped by the inflation rate of 7.1 per cent, representing a contraction in real wages: from -2.7 per cent and -3 per cent in construction and manufacturing respectively, to -3.8 per cent in education and -3.9 per cent in mining.

Wage growth “abnormally low”

In fact, ABS data analysed by AFR reporter Michael Read last August suggests wage growth is actually abnormally low , considering how tight the labour market is.

His chart compares wages growth against the "underutilisation rate"; the combined total of unemployed and underemployed persons as a share of the labour force. Historically, the data used by Read in his analysis shows that underutilisation rates comparable to the current levels usually bring wages increases of 4 per cent or more.

Yet as of June 2022, the most recent figures at that time had wages growth at just 2.64 per cent, despite a very healthy underutilisation rate of less than 10 per cent. Even with wages growth having increased since then to 3.1 per cent, it is falling well short of where history says it should be.

Research by the Mercer financial services company suggests employers expect 2023 to follow a similar trajectory as last year, as they budget for a median wages increase of 3 per cent . With inflation projected to continue however, this growth is not fast enough to provide employees with meaningful cost-of-living relief – at least in the short term.

What can employers do?

Mercer’s advice, based on feedback from HR professionals, is that employers who can’t accelerate wage increases instead focus on enhancing their total rewards package. More than a third of these respondents identified boosting the non-financial aspects of reward and recognition as a top priority, for companies vying to attract and retain talent amidst a labour-scarce market.

Our recent people strategy resource The Good Workplace Guide also identified reward and recognition as a key consideration for businesses trying to attract, engage and retain talent. As we explored, such programs need to be robust, responsive to the needs and “languages of appreciation” of particular team members, and embedded into the culture of the organisation.

During times when employees are feeling the pinch of increased cost of living, it is important for wage growth to keep pace as much as possible. But there are other factors that can help compensate and assist with employee retention and engagement, including things like having a well defined purpose, diverse and inclusive teams, good mental health and wellbeing practices, and flexible work arrangements.

Employers of choice will invest energy and resources into these other aspects of their employee value proposition while also doing what they can to ease employees’ cost of living pressures. Wages growth is important, but with unemployment rates so low, it is not the whole picture. To learn more download our free Good Workplace Guide today .

Don't sleep on managing fatigue

Mon, 20 Feb 2023 22:27:35 GMT

It may seem like a yawn. But all employers and employees need to be awake to the risks of fatigue in the workplace. Fatigue affects everyone differently, but the effects can result in devastating consequences. It's a particular risk for shift or on-call workers, but can affect anyone who works extended hours or at times that affect healthy sleep patterns.

It's easy to see how this can be an issue in roles where the work is very physical, such as in construction, mining, warehousing and logistics. But in fact all workplaces need to think about fatigue as a serious work health and safety (WHS) risk, regardless of the industry.

Going without sleep for 18 hours is the same as having a blood alcohol level of .05 – the legal limit for driving in Australia. As many as 3000 deaths a year have been linked to sleep deprivation, including nearly 400 from industrial accidents or road crashes.

Need advice on how to address fatigue risk in your WHS policies and procedures? Acclaimed Workforce can help. Contact us today.

Think then of a role that requires an employee to drive long distances to attend meetings off-site (in either their own vehicle or a company car), or if the employee commutes using a vehicle from the company fleet. Employers' WHS duties extend to these scenarios, and so fatigue is a factor that needs to be considered in their WHS plans.

Workplace injuries have flow-on effect for the injured, their family, friends, colleagues and the community at large, while the economic impacts resonate at a national level . So managing risks to safety at work, including fatigue, truly is everyone's business. Let's have a look at some of the symptoms and causes of fatigue, as well as some considerations for both employers and employees in working to minimise or remove fatigue risk in the workplace.

Symptoms of fatigue

The symptoms can vary from person to person. But some typical signs of fatigue include feeling tired even after sleep, and constant yawning. A fatigued person might find themselves nodding off while in a sitting position. They may be more inclined to engage in risky behaviours, and their ability to make sound decisions can become impaired.

Fatigue can reduce co-ordination, and slow reflexes. It can affect short-term memory and a person's ability to concentrate. It can also cause blurred vision or impaired perception.

It's easy to see how these things can pose a workplace risk, especially in roles where an employee is required to operate vehicles or heavy machinery. Work safety authorities provide specific guidelines for certain cohorts such as those who work in rail transport or who operate heavy vehicles, as well as more general guidelines for managing fatigue risk .

Causes of fatigue

Long or irregular hours are common causes, which is why seasonal, night shift and on-call workers all have a higher risk of fatigue. But there are other factors outside of work that might also contribute.

Consider for example whether workers have second jobs – something that is becoming more common with rising living costs. An employee may also have high-stress family commitments, such as being a carer to a family member, or having a new-born baby in the house.

There are any number of other personal issues outside of work that might be risk factors for fatigue. Work health and safety plans need to take these into consideration, alongside workplace factors, and find ways to minimise or remove fatigue risk as much as possible.

Managing fatigue risk: employers

Anyone who conducts a business or undertaking, which includes employers, has a WHS duty to prevent fatigue. There are a number of practical and common-sense actions that employers can take immediately.

Reviewing rosters, including for night shift and on-call workers, is a good start. Avoid long working hours, and review if these exceed 50 hours a week. Limit consecutive workdays to six a week, and ensure employees are given enough time between shifts to rest.

Shortening night shifts (where practical) can reduce the effects of fatigue, as can reviewing job demands to ensure employees are not overloaded. Rosters should also account for long commute times and the impacts these can have in terms of fatigue and general wellbeing.

As with any WHS issue, management of fatigue risk follows a formula that incudes identifying and assessing risks, controlling risks to the extent that is possible, and regularly reviewing control measures (in consultation with employees) to ensure they’re working as planned.

Communication is key. Talk to your employees about how your fatigue management plan is going, and to identify any fatigue risks (such as family or other external commitments) that are particular to their circumstances. Ensure all employees are informed about fatigue management and know where to find policies.

Managing fatigue risk: employees

Work health and safety is everyone's responsibility. As with any other safety issue, when it comes to fatigue, workers have a duty to take reasonable care for their own safety and health and make sure their acts or omissions don’t adversely affect the health or safety of others.

Again, there are a number of practical strategies employees can use to keep fatigue at bay. Use your time off wisely, including scheduling regular times for rest and recuperation. Make sure you get enough sleep between shifts and in your time off, and consider letting family and friends know your roster so they can support your sleep patterns.

If you have long travel times to and from work, consider strategies such as stopping for breaks, using power naps, stopping to stretch your legs, and snacking on fresh fruit and vegetables. Using a hands-free device to talk to loved ones can also help while driving.

Importantly, when you are working, be aware of what can go wrong, and what the consequences of poor decision making will be. Work health and safety requires a collective effort. Don’t ever put yourself or others at risk; always put safety first.

Torresan Estate case study: neurodiversity in the workplace

Tue, 14 Feb 2023 00:23:35 GMT

Last Updated: December 2024

In 2022, Nathan was at a juncture in his career path.

“I was doing lots of volunteering and helping with various unpaid jobs for fun and for building my skills,” he recalls. “These included fixing laptops at a computer repair service, helping a friend with their coffee machine repair business, and helping my neighbour build boxes and various things out of wood to sell.”

He was keen to expand his skillset further by training as a forklift operator, but the agency that was supporting him asked that he first find employment in a role where a forklift licence would be beneficial. They put him in touch with Marnie Datson, Senior Recruitment Consultant at Acclaimed Workforce in McLaren Vale . It was a fortuitous meeting.

“They happened to have an opening in the perfect job opportunity for me,” explains Nathan.

One of Acclaimed Workforce McLaren Vale’s clients is Torresan Estate Adelaide Hills, a bottling, packaging and warehousing business servicing the wine industry. According to site manager Bruce Ludewigs, Acclaimed Workforce McLaren Vale has assisted the business over a number of years, finding staff to meet the needs of a fluctuating work schedule. In this instance, Torresan was looking for someone to support their production line operations.

“This work is quite repetitious,” explains Bruce. “It may be applying labels to bottles of wine, it might be stacking bottles, or making up cartons ready for wine to be packed into it.”

Marnie supported Nathan to join the team at Torresan, and he took to the work readily. “When we show Nathan a process, he picks it up very quickly,” says Bruce. “He understands tasks and completes them to a standard that our customers would expect. He’s very good.”

“The Acclaimed Workforce McLaren Vale team were very helpful and made everything very easy for me, both in the process of getting the job, and while I've been working,” recalls Nathan. “If I need help with anything I can text Marnie at any time, and I always get a quick and helpful response.”

Nathan, who has autism and is non-verbal, is supported on-site by a carer, and communicates with his co-workers via his phone. While Bruce says Nathan was quite shy and introverted at first, he has been thrilled to see that shyness dissipate as Nathan has grown in confidence, both in his work and among his colleagues.

“Nathan works well with the team,” says Bruce. “In a team environment, there’s always someone who’s got a complaint about someone else. I never hear anyone complain about Nathan.”

For Marnie, it’s the kind of outcome that makes recruitment such a fulfilling industry to work in. “As a recruitment consultant, you always look at the specific needs and goals of both businesses and individuals, and try to align them in a way that is beneficial to both,” she says. “It’s been very satisfying to see how much both Nathan and Torresan have benefited from this match.”

A strengths-based focus on neurodivergent employees

“I really like working with the team at Torresan,” adds Nathan. “They are always looking out for me, not looking after me. I feel respected as a team member. It feels really good to be working and earning my own money, which I can spend on whatever I like.”

The inclusiveness Torresan has displayed with Nathan is not a strength for every Australian workplace. In an interview with Diversity Council of Australia, public servant and advocate for autistic people Yenn Purkis discussed the challenges she has experienced in her career . Often, these came down to misconceptions or a lack of understanding of neurodivergence in the workplace.

“Some managers don't get me at all,” she said. “They don't get my working style, and they think I'm totally incompetent. Those assumptions around someone's competence can really dictate not only that person's career path, but also how that person sees themselves.”

For Purkis, the important thing when working with neurodivergent employees is to not focus on challenges or view that person’s differences as an obstacle to overcome. Instead, it is to recognise that every employee is an individual and embrace the particular skills they bring to the table.

“There is no one set of skills that all people with autism share,” she says, “but there's a number of skills that lots of us have. Things like attention to detail, and a great ability for pattern thinking. We tend to be scrupulously honest, to be very kind and thoughtful of other employees, and very loyal.”

This strengths-focus is something Bruce and the team at Torresan have embraced with Nathan. Bruce is already thinking about what’s next for Nathan, adding to his skillset as he seeks to progress his career.

“He is capable of more,” says Bruce. “Nathan has great attention to detail. We’d like to introduce him to some different tasks, including administration and computer inventory systems that manage stock movements and all of the moving parts that go with that. He’d be great at that.”

“Currently I am trying to build skills wherever I can while also finding things that I enjoy and am good at,” adds Nathan. “Working at Torresan has given me confidence in myself and my abilities to work in a team. This has helped me a lot because now that I have had this experience, I will feel a lot more confident in taking career opportunities that involve working with lots of other people.”

Effective outcomes from this approach (2024 update)

Fast forward to December 2024. “It is fantastic to be able to provide a positive update about Nathan, particularly when reading his words,” says Marnie. “Nathan has reached the goals he set for himself after he began working at Torresan Estate and continues to work there over two years later.”

We asked Nathan how he feels about work, and he wrote, "Working at Torresan's I have found friends, I have gained confidence in myself and my abilities, and I have learned new social skills such as being able to introduce myself to new people, which I used to struggle a lot with, and I have even helped train new people. Two years ago, I didn't think I was even capable of some of those skills. Outside of work this has helped me feel confident enough to do some things without relying on supports to help me communicate, because I know I can communicate on my own now and people will usually understand me."

Nathan is considered an integral team member at Torresan Estate today according to Marnie. He has secured his forklift licence and now drives a forklift amongst other expanded responsibilities. This experience has been mutually beneficial for all parties involved, demonstrating the importance of a strengths-based focus.

Acclaimed Workforce has offices in Australia’s key wine regions, along with Melbourne, Sydney and Brisbane. Contact one of our consultants today to find out how we can support your recruitment or job-seeker needs.

On-hired employees and long service leave – is it transferable?

Wed, 25 Jan 2023 05:37:50 GMT

The Long Service Leave Act 2018 (VIC) (the Act) ensures that all employees in Victoria, including casual employees, are entitled to long service leave after seven years of continuous service with one employer. But how do the terms “continuous service” and “one employer” apply if the employee is on-hired by a labour hire agency, or in other circumstances where they are effectively in the same role but have had different employers ?

In this article, we break down some of this terminology and look at specific hypothetical examples. Note that although long service leave (LSL) is an entitlement under the National Employment Standards, LSL is not covered by the Fair Work Act but by relevant state legislation. We have focused on the Victorian state legislation; other states have similar legislation, but there are differences, so it’s worth seeking further advice if you are unsure .

Continuous service

There is room for confusion when it comes to what is considered continuous service. Certain absences do not break continuous service under the Act, while others do. Similarly, certain absences count towards the period of employment for long service leave purposes, while others do not.

In most cases however, continuous employment is only broken when there is a break of 12 weeks or more. For casual employees this means that if they are reassigned after 12 weeks not working, their accrual of service for LSL starts again from zero.

Exceptions that normally do not break the service are parental leave and leave due to illness or injury. In such instances, service is considered to have been continuous, though time spent not working does not count towards the overall years of service.

One employer

More important however for on-hired employees and employers wanting to take over on-hired employees is the notion of “one employer”. For the purposes of long service leave in Victoria, since the introduction of the Act in 2018, an employee is taken to be employed by one employer:

when they continue their employment when the business is sold,
when an employer outsources or insources work and the employee moves to the new employer, or
when the employee continues their employment when assets, such as labour hire contracts, are transferred to another employer.

Let’s take a look at each of these in turn, with specific hypothetical examples.

1. Employee continues with new business owner

Where a business is sold and an employee remains with the business, the new employer becomes responsible for the employee's LSL entitlement. The period of employment with the old employer transfers to the new employer, who becomes liable for the LSL accrued across the entire period of employment. The old employer should not pay out accrued LSL to the employee.

If an employee is dismissed by either the old or the new business owner but is re-employed by the new business owner within 12 weeks, their employment will remain continuous for LSL purposes.

Example:

Maya has been employed for five years when the business she works for is sold. The new owner continues to employ Maya and therefore her employment is continuous. The new owner becomes liable for Maya’s accrued LSL over the past five years.

As the new owner of a business becomes automatically responsible for an employee’s period of employment with the first owner, it is important that the new owner receives all employee records relating to their LSL.

2. The business is outsourcing or insourcing a role

If an employer outsources work to another employer, such as a labour hire agency, and an employee moves to the new employer, the new employer must recognise the employee’s continuous employment with the host employer.

This rule also applies if work is insourced. In this circumstance a host employer must recognise continuous employment with the previously contracted employer, the labour hire agency.

Where work is contracted in and out over a period the same rule applies. In these circumstances an employee will be taken to have worked for one employer for the purposes of accruing LSL.

Example:

Vishal is employed by Widgets-R-Us, which decides to outsource its work to a labour hire agency. Vishal continues to work at his old employer but is now employed by the agency.

After a year, Widgets-R-Us decides it no longer wants to use the agency and takes the role back in-house. As a result, Vishal once again becomes employed by Widgets-R-Us.

Even though Vishal has worked for two different employers during these changes, his service for LSL purposes is deemed to be continuous.

3. Moving from one labour hire agency to another in the same role

If a business asset transfers to a new employer, the employee who performs duties in connection with these assets is treated as being employed by “one employer”. Assets include both physical and immaterial assets. Immaterial assets include things like contracts, good will, brand recognition, and customer lists.

A business doesn’t have to be sold for assets to transfer to another business. It can occur in a range of circumstances. An example of this is when a business had a tender to provide services or operate a facility – for example a car park, providing labour hire or government service – and loses that tender to another business.

Example:

Harry has been on-hired by a labour hire agency to drive a forklift at a warehouse. After two years the warehouse owner decides to transfer its on-hired labour contracts to another agency. Harry keeps working in the same role but is now an employee of the new agency. The new agency becomes liable for Harry’s accrued service for LSL over the past two years.

The recurring theme through all of these examples is that where an employee keeps working but the entity that pays them changes, the employee does not break continuous employment for LSL purposes. It’s important that labour hire agencies and employers with on-hired workforces are aware of their responsibilities and ensure employees receive the correct entitlements.

This article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances. Speak to one of our workplace relations specialists to find out more.

Nine things you need to know about recent changes in employment law

Mon, 12 Dec 2022 00:01:49 GMT

Friday 2 December saw the most significant and wide-ranging changes in employment law since Labor replaced WorkChoices legislation with the Fair Work Act in 2009: the Fair Work Legislation Amendment (Secure Jobs and Better Pay) Bill 2022. These landmark reforms will have an impact on all workplaces across Australia.

The Federal Government has now introduced three pieces of legislation in a very short time. One week before, on 28 November, more Respect@Work changes were introduced through the Anti-Discrimination and Human Rights Legislation Amendment (Respect at Work) Bill 2022. Paid domestic violence leave was introduced through the Fair Work Amendment (Paid Family and Domestic Violence Leave) Bill 2022 on 27 October.

Below we focus on the main items that could have an impact on businesses on a day-to-day basis around the country. The most topical and controversial aspect, the expansion of access to multi-enterprise agreements and multi-employer bargaining, is not discussed as this will only apply to a minority of organisations.

Secure Jobs and Better Pay Bill

1. Limitations on fixed term contracting

Employers will now only be able to offer a maximum of two consecutive contracts or contracts that span two years, whichever of the two is shorter. This comes with extensive anti-avoidance provisions but has exceptions for apprentices and high-income earners, among others. The change doesn’t come into effect until 7 December 2023 so employers have some time to prepare, though there is potential for it to come in sooner if the Minister of Industrial Relations makes a proclamation.

2. Expanded Sexual Harassment Protections

The Fair Work Act now includes an express prohibition against workplace sexual harassment for employees and prospective employees. It also extends to sexual harassment by third parties in the workplace, such as customers or clients. A person can make a sexual harassment application to the Fair Work Commission, requesting a stop sexual harassment order, like the stop bullying order, while officers can be vicariously liable for acts of sexual harassment by their employees.

This change ties in with the positive duty for employers to prevent sexual harassment from occurring in the first place, introduced as part of the Respect@Work Bill (see below).

3. Changes to the Rules around Flexible Work Arrangement Requests

Employers will be prevented from unreasonably refusing requests from staff who are trying to balance caring duties with their employment. The change comes with a new process and allows an employee to file a dispute in the Fair Work Commission.

4. Prohibition of Pay Secrecy Clauses in Contracts

This introduces new workplace rights with respect to conditions of employment about rates of pay; employees will no longer be forced to keep their pay a secret.

5. Expanded anti-discrimination protections

The reforms have added three new forms of discrimination to the existing protections against discrimination in the Fair Work Act. This means that the general protection provision, which makes it unlawful for an employer to terminate or take adverse action against an employee or prospective employee because they have a protected attribute (race, sex, age, marital status, pregnancy, religion, political opinion etc.), now also cover breastfeeding, gender identity and intersex status.

Respect@Work Bill

6. Positive duty to eliminate sexual harassment and conduct

This new positive duty requires an employer to take reasonable and proportionate measures to eliminate, as far as possible, conduct that includes sexual harassment and harassment or discrimination on the ground of a person’s sex. Employers are required to move from responding to conduct that has already occurred, to proactively taking steps to prevent it from occurring in the first place.

7. Protect People from Hostile Work Environments on the Ground of Sex

The Bill makes it unlawful for a person to subject another person to a workplace environment that is hostile on the grounds of sex. Examples are conduct such as displaying obscene or pornographic materials, general sexual banter, or innuendo and offensive jokes that can result in people of one sex feeling unwelcome or excluded by the general environment.

8. Extending the time limit for lodging a complaint

The time limit for lodging a complaint under the Age Discrimination Act, Disability Discrimination Act and Racial Discrimination Act has been extended from six months to 24 months after the alleged acts, omissions or practices took place.

Paid family and domestic violence leave

9. New leave entitlement comes into effect next year

As we explored previously , this leave will be available from 1 February 2023. Permanent and casual employees will be able to access 10 days of paid family and domestic violence leave in a 12-month period. This replaces the existing entitlement of five days’ unpaid leave. Employees can take this leave if they need to deal with the impact of family and domestic violence and it’s not practical for them to do so outside of their work hours.

What does this mean for me?

These are a lot of changes and most of them have a fundamental impact on how to manage your workforce. It is recommended you familiarise themselves with these changes, to be aware of how they will impact on your rights in the workplace. For employers, all these changes will require a thorough review of policies, procedures, training and contracts, to ensure compliance and that your workplace is prepared to respond to any circumstances where these laws might come into play.

If you have any questions about the above summary or need assistance with any of the matters discussed, contact our workplace relations team.

When do penalty rates apply this holiday period?

Thu, 08 Dec 2022 23:01:53 GMT

As the end of the year approaches, many workplaces will be starting to wind down. Managers and staff alike will be looking forward to end of year functions, family gatherings, or just some well earned downtime.

At the same time, this can be a tricky time for employers, as there are a number of public holidays – with associated penalty rates – to be navigated within a short period of time. That’s especially true for years like this one, where Christmas Day and New Years Day both fall on a weekend.

It's important then for employers to know on which days public holiday penalty rates apply – understanding that this varies from state to state.

Here are some of the key things to be aware of:

All states have public holidays on 25 December (Christmas Day), 26 December (Boxing Day or additional public holiday for Christmas Day), and 27 December (additional public holiday for Christmas Day or substitute public holiday for Boxing Day).
In addition, some states have part-day holidays for Christmas Eve on 24 December: Northern Territory (7pm to midnight), Queensland (6pm to midnight), and South Australia (7pm to midnight).
Most states have an additional public holiday for New Years Day on Monday 2 January. The exception is Tasmania, where 2 January is a substitute public holiday, instead of 1 January.

Wherever you’re located and whatever your business, make sure you’re across the details to avoid underpaying staff who may be working on designated public holidays.

Check the Fair Work Ombudsman page for a state by state breakdown of 2022 public holidays. Contact us if you require assistance with understanding penalty payments this festive season.

What to expect from the 2023 vintage

Mon, 28 Nov 2022 05:12:09 GMT

It’s been a difficult year for Australian wine producers, but it’s not all doom and gloom. With vintage season now upon us we sat down with Acclaimed Workforce State Manager Graeme Miller (SA Barossa) to discuss expectations for vintage 2023, the challenges of the past year, and what he’s most excited about for the Australian wine industry in the months and years to come.

In need of staff for vintage? Contact our specialist consultants today.

What general expectations are there for this year's vintage?

In a word, expectations are complicated. The truth is it has been a difficult growing season for the 2023 vintage, and it looks to be generally an average yield, though for some varieties it will be above average. Many wineries, large and small, are sitting on stock from a large 2022 vintage so there will be space constrictions. Costs to produce fruit have been higher due to the weather and prices are likely to be lower, depending upon quality.

How much of an impact have La Niña and unseasonable weather had for wine producers?

Weather has had a major impact. For example, the high levels of rainfall have created higher disease pressure. Vineyards have had to contend with the increased threat of things like downy mildew, which is a fungus-like algal infection that thrives in warm and wet weather. Diseases like that have the potential to devastate vineyards.

The wet weather also presents an obstacle to getting onto vineyards with machinery for either harvesting or disease management purposes. Some wine producers in flood affected areas have had to anticipate the potential for significant yield losses due to the flooding.

Have there been any other particular challenges?

Many industries are contending with skills and labour shortages, and the wine industry is no exception. We are hearing from our clients that attracting and retaining contract crews of sufficient skill remains a challenge. Many wine producers have indicated it continues to be difficult to retain skilled manual labour in an environment where those people can easily find work elsewhere.

The present oversupply of red wine due to China’s tariffs on Australian wine imports also continues to put downward pressure on prices. A number of producers of red wines are having to consider mothballing their vines or switching varieties altogether.

What kinds of things is Acclaimed Workforce doing to support the wine industry?

Acclaimed Workforce has a long history of supplying the wine industry with permanent or on-hired workers. We have a number of long-term clients who have benefited over many years from our knowledge of the industry and our ability to provide work-ready employees for every stage of the vintage process – from grower liaison officers and harvest machine operators to cellar hands and laboratory staff to winemakers and administration staff.

We’ve also run a number of successful work experience and training programs aimed at filling specific skills needs. We expect to do more of this kind of training in the future. Notably we were recently able to achieve recognition as a Group Training Organisation (GTO). As this program gets up and running we will be well placed to help address labour shortages through the provision of apprentices and trainees targeted at covering current skills gaps.

Is there anything on the horizon that you're excited about in the Australian wine industry?

Advances in the ag-tech scene are particularly exciting. Across all areas of agriculture we are seeing a growing demand for farm automation, digitalisation and sustainability. Technologies like the Internet of Things, computer vision, artificial intelligence, drones and robotics, along with biotech, big data and analytics platforms, are all poised to play an increasing role in wine production. Advancements in precision and regenerative agriculture are expected to have a positive impact too.

It's exciting because these things can play a key role in helping to future-proof the industry. They also broaden the spectrum of the kinds of professions that will be associated with wine production in the years to come. Despite the challenges of the past year there are exciting times ahead.

As specialists in wine recruitment with offices across key wine producing regions, Acclaimed Workforce can quickly and reliably source and onboard staff for your vintage season. Contact our specialist consultants to find out how we can support your vintage workforce needs.

Supporting the next generation of apprentices and trainees

Fri, 18 Nov 2022 01:06:05 GMT

Apprenticeships and traineeships have long been part of Australia’s vocational landscape. For people entering the workforce or changing careers they provide an opportunity to gain practical experience while studying. Businesses meanwhile are introduced to workers they can train to meet specific needs, while gaining access to special incentives that make apprenticeships a cost-effective way of recruiting.

Yet completion rates for apprentices and trainees are surprisingly low. The national average sits at about 58 per cent ; at a state level, South Australia and Queensland sit at about that mark, while Victoria and NSW rates are a tick below the national average. That’s a troubling scenario for a system designed to provide young people with a solid first foothold in their career journey.

It’s for this reason that Acclaimed Workforce recently sought and obtained recognition from the Victorian Registration and Qualifications Authority as a Group Training Organisation (GTO). As a specialist recruiter with long experience managing on-hired workforces, becoming a GTO means Acclaimed is well placed to support apprentices and trainees, and the businesses that employ them.

As a registered GTO and licenced labour hire agency we provide ongoing support to apprentices, trainees and their host employers. Find out how we can support you.

We sat down with Amanda Ramsay, Team Leader for Acclaimed Workforce’s GTO operations, to talk through the ins and outs of being a GTO and how GTOs can benefit businesses and workers alike.

What are the factors contributing to low completion rates for apprentices and trainees?

One significant factor is a lack of understanding from the apprentice of the workload that is required. Not just the on-site work, but also the TAFE component, trade school and things like that. It can be very daunting and difficult to manage if the person is not prepared or properly supported.

Another factor is the amount of money available in the market for reasonably unskilled occupations. For example you can earn $100,000 a year running a machine on a production line if you're doing a shift rotation. As an apprentice earning the award pay rate, you can sometimes earn less than $20 an hour. So it’s a matter of helping the person understand their apprenticeship as a first step on a career path and providing the support and mentoring they need to follow that path.

What are the impacts of non-completion, for businesses and for the apprentices themselves?

For businesses it means they have invested time and resources into someone who does not end up becoming a part of their workforce. This can feel like a waste of time, energy and money and might discourage them from wanting to take on apprentices in future.

The apprentice, meanwhile, might become demotivated in their job-seeking. It can be very disheartening to attempt something and not succeed, especially if early in your career journey. It’s important to have systems and processes in place that support the next generation of workers to succeed and flourish in their careers.

What is a GTO and how can it assist?

It will vary somewhat from organisation to organisation. For Acclaimed Workforce, we utilise a three-step training process. This includes completing a virtual internship, two to four weeks of relevant work experience, and finally commencing the apprenticeship or traineeship.

The process is designed to give the job-seeker an understanding at the outset of the workload that will be expected of them, and for both the job-seeker and their prospective employer to get a sense of each other, how well they fit with the workplace culture, expectations and so on. The process assists to identify early those not likely to make completion, and allows us to get to know each individual and help align their immediate aims with their long-term career goals.

Throughout this, we provide ongoing management of, and support for, the apprentice or trainee, including their training plan, pay, and HR management, as well as mentoring and coaching. We try to make things easier for the employer while giving the apprentice or trainee any support they need.

What benefits does a GTO offer to apprentices and trainees?

It’s about, first, helping them to understand what is going to be expected of them, and decide whether a particular role is going to be a good fit for them. Then it’s about providing that ongoing support once they are in the role to help them to succeed.

For example we will help manage their training plan prompting questions along the way like, are you up to date with your study? do you need some extra time to get things done? what's stopping you from finishing that unit? – and support them through it. We’ll also get involved in performance management – if there is an issue we can work with the person to minimise the challenge before it becomes a problem for the employer.

Additionally, if there is a cultural misfit, the GTO is able to move that person to another employer where there's a better fit. Ultimately, we are there to try to find the best outcome for everyone.

What are the benefits to businesses of using a GTO?

Anyone can put an ad up on Seek, review the applicants then pick someone based on whether they've got an affinity for the role. But that’s not going to give you a sense of, say, the person's ability to meet the multiple demands of the apprenticeship, or their likelihood of completing it. GTOs like Acclaimed Workforce are well placed to get that initial selection right, then provide the ongoing support needed to ensure both the business and the apprentice or trainee benefit.

For employers it can be useful to think of the GTO as an extension of your business, as part of your employee whole-of-life cycle with specialist experience in the recruitment and workforce management space. It's almost like having an extra supervisor for the apprentice or trainee. The GTO can manage payment questions, HR and their training plan, so the supervisor on-site can focus on the trade skills and training that the person needs for success.

Why should businesses consider using Acclaimed Workforce as their GTO?

We have a long history of recruiting and managing on-hired workforces, including contingent and permanent employees. We’ve also had considerable success providing training and upskilling to employees, whether on-hired or otherwise.

Just a couple of examples: A work experience program we ran in September 2019 for De Bortoli Wines in NSW resulted in a 75 per cent success rate, and two participants securing permanent jobs at De Bortoli. Then last year we supported two of our clients in South Australia, Vinpac and Prowine, with a training and upskilling program aimed at addressing a shortage of forklift drivers. That program was also very successful .

Ultimately the GTO you choose needs to be one you trust. Some of our clients have been with us for over 20 years, which certainly speaks to trust.

Do you need to recruit an apprentice or trainee? Visit our employer registration page .

Are you looking for a role as an apprentice or trainee? Visit our job-seeker registration page .

What to look for in a new employer

Mon, 14 Nov 2022 22:46:12 GMT

According to SEEK, national job ads were up 15.5% last month on the previous year, while ABS data reveals they were 107.4% higher than they were pre pandemic in February 2020. The ongoing high level of vacancies gives job seekers a greater advantage in where they choose to work, so it's important that job seekers carefully evaluate what they want from their next job.

There are several factors you should consider when looking for a new employer, so that the role suits your values, personality, and career goals. To determine if the role is the right professional fit for you, here are some things to keep in mind.

Company culture

This can be hard to judge before you start at a company, however there are still factors you may want to consider. Would you prefer working in a small or large company? What is the dress code? What does the office workspace look like?

During the job interview, don't be afraid to respectfully ask questions that might help you determine the organisation’s culture. Instead of asking straight up what the culture is like, you may want to ask more specific questions such as:

What is the best part about working here?
How does the organisation recognise employees and their success?
How does the organisation support an employee's professional development?
What kind of flexible work arrangements do employees have?
How are meetings typically handled?
How is conflict and direct feedback handled?

This can give you a good indication of what it will be like to work at the company.

Company values and purpose

If a company’s values are important to you, then research the potential employer by looking at their company website, social media pages, or external news articles, to learn about their values, beliefs and purpose. Do they value the community or work with any charitable organisations? Are they concerned with creating a diverse and inclusive work environment?

Compare the company’s values, mission or strategy statement and business model to see if they align to your own values and career objectives. If you can’t find much information online, then you can ask these questions in the interview stage. Having values or goals that align with your employer’s can give you a sense of purpose and greater satisfaction in your work.

Opportunities for career growth

Jobs that provide opportunities for career growth are important, especially in the early stages of your career where you are looking to advance into more senior positions. It can be helpful to ask the interviewer to describe the typical career path for your job to help you identify if there is career growth to be had at the company.

Also check if the company offers any training, education or learning and development opportunities, as developing new skills can be beneficial for career growth at any stage of your career.

Job location

A HILDA Survey shows that Australians spend on average 4.5 hours a week , or just below one hour per workday, travelling to and from work. So, when considering the length of your workday, you should think about the time it will take you to commute, even if you only need to go into the office two or three days a week. Commuting can add a large amount of time and stress to your workday, and those who spend a long time commuting are more likely to be dissatisfied with their job overall. Commuting can also have an impact financially with the cost of petrol or on-site paid parking.

For many who are working remotely now, it is also important to understand the team structure. For example, if you work remotely and the rest of the team is located near the office and works mainly on-site, how will that impact your ability to perform or progress in your job?

Asking more questions about where the team is based, how they collaborate or whether remote work is common in the organisation will help you understand this better.

Work-life balance

While on remote work, it is important to also understand an organisation’s attitude to work-life balance. Does the company offer work from home or hybrid arrangements? Do they offer flexible working hours or the option to work part-time? Or do they offer a higher number of paid leave days?

Many people will have different priorities that they'll need to balance with work, such as family responsibilities, study commitments, volunteer work, or leisure activities. It's important to find and maintain a suitable balance, as this can be a crucial part of your overall health and wellbeing.

Consider what factors are important to your work-life balance and don’t accept a job that won’t offer these.

Salary

Ensure that your job salary meets the minimum expectations for your job role and title by reviewing salary guides and market trends. Keep in mind salaries will differ based on the organisation’s size, location and your level of experience. Be confident that the salary of the job can satisfy your basic needs and lifestyle. If a certain salary range is important to you, then it might be something you can negotiate with the employer, especially in today's job seeker market.

As recruiters, we often see people accept a salary without understanding the specifics of a package . For example, if you are considering a role with a not-for-profit (NFP) organisation, there might be tax benefits that you need to factor in. Some NFP organisations are able to increase your take home pay by salary packaging certain benefits. Employees who work for these types of employers can potentially salary package up to approximately $14,000 worth of benefits that will be paid pre-tax, which is important to consider.

Take the time to understand your base wage and the components that make up your salary package, and ask for a breakdown if it is unclear.

Employee benefits

What perks does the organisation offer that will add value to your role and/or lifestyle? These benefits may include things such as free onsite parking, gym or health discounts, early Friday finishes, or parental leave as just a few examples.

Alongside your salary, certain employee benefits may be worth considering depending on your current situation.

If you need help finding a job, view our available jobs here or get in touch with one of our specialist consultants today.

Paid domestic violence leave is coming. Here’s what you need to know

Mon, 14 Nov 2022 04:26:28 GMT

Earlier this month, the Fair Work Amendment (Paid Family and Domestic Violence Leave) Bill 2022 passed the lower and upper houses of the Australian Parliament. This amendment for the first time introduces paid leave for family and domestic violence (FDV) to the National Employment Standards.

Appropriately, the amendment was passed just weeks before the International Day for the Elimination of Violence against Women, which lands on 25 November. While family and domestic violence is an issue that affects all genders, it does disproportionately impact women .

So what exactly do the changes mean? How will they support greater participation in the workforce, especially for women? And what do businesses need to do to prepare? We sat down with our National Manager of Workplace Relations Bob Venema to talk through some of the detail.

Can you summarise the changes?

At the moment the National Employment Standards include five days of unpaid FDV leave per year. From 1 February next year that will become ten days of paid leave per year. (For small businesses the commencement date is 1 August 2023.) Those days reset to ten at the end of each year, so employees won’t be able to accrue or roll over this leave into subsequent years.

Need help getting ready for implementing paid family and domestic violence leave in your business? Our workplace relations consultants are here to help.

One very important difference to the current system is that this also applies to casuals. This is the first time we have a fully paid leave entitlement for casuals. This is partly controversial because some people have wondered, why would I pay casuals when they’re not working? Isn’t that the whole point of hiring a casual?

But when you look at the category of people who tend to be in that situation, they often are women in insecure or casual work. They’re very vulnerable people already. So if you really want to do something about the elimination of violence against women in Australia, it’s important that those casuals are absolutely included into that system.

In what ways will the amendment support participation in the workforce?

From a societal point of view, as an employer you want to look after your staff and you also have an obligation to make sure they are safe. This should go further than just nine to five. We’ve seen that in the last couple of years with the greater focus on mental health and things like that, issues that go beyond the hours of work but are connected to work.

Providing a safety net for vulnerable people will have a positive effect on workforce participation and keep people in the workforce, keep them productive and, importantly, keep them safe. This is especially important in this day and age when we’re dealing with skills shortages and seeing the value of things like diversity, equity and inclusion . It’s a no-brainer from that point of view.

What kinds of things do businesses need to be doing to prepare?

It’s really important that businesses begin preparing now, if they haven’t already. The changes come into effect on 1 February, which is not much more than two months away. It is quite possible that employers will be approached with requests for FDV leave on the first day of those changes coming into effect. They need to be ready, both culturally and in a business sense.

Often people having these kinds of experiences can feel a sense of shame or that they are going to be judged or blamed. Or there will be a lack of understanding about the reasons FDV leave might be required. Make sure there is a culture of understanding, and that HR and other managers are trained to recognise the many situations that may result in a leave request. For example, FDV-related appointments with lawyers or financial advisors will normally occur during business hours.

Businesses also need to be aware that this is a very sensitive issue, so confidentiality is an important consideration. A person is not necessarily going to put in a leave form saying they want to use their paid FDV leave. The use of a generic leave label should be considered, so that the paid FDV leave is not disclosed to any other employee or, possibly, the perpetrator of the FDV.

What other things need to be considered?

The pay entitlement is different to annual and sick leave, and is a new concept for casual workers. Businesses therefore need to think about their HR system, and also review their payroll processes to ensure the correct amounts are paid for FDV leave. For example, if the person usually works overtime, does shift loading apply? Things like that need to be taken into consideration.

Further, if a leave request is made by an employee working from home, this should put their employer on notice that the employee could be in a violent or threatening environment while at work. If possible, it may be appropriate to offer that the employee attend the office rather than continuing to work from home.

It is in the interests of both employees and employers that robust, well thought-through policies are in place ahead of the 1 February commencement. Managers can require an employee to provide evidence that they took the leave to deal with FDV. A comprehensive policy will help guide the manager in when to request evidence and what type of evidence (if any) is reasonable to request.

In what ways can Acclaimed Workforce assist?

We can advise and assist businesses on all policies and procedures related to FDV and paid FDV leave. We can also assist with reviewing payroll systems to ensure that people accessing FDV are paid correctly. For more information or tailored advice please contact our Workplace Relations department.

Work is evolving. Workplace health and safety needs to keep up

Mon, 24 Oct 2022 22:37:32 GMT

Over the course of this month we’ve put a spotlight on workplace health and safety (WHS) as part of National Safe Work Month. We’ve delved into strategies for managing WHS risks , and taken a look at some specific physical and psychosocial hazards as they relate to different workplaces.

But the impacts of workplace injuries and illness are not limited to the workplace or even the industry in which they occur. There are flow-on effects for families, social groups, and the community at large. The economic implications resonate at a national level.

That’s why the fourth and final week of National Safe Work Month has the theme “safe and healthy work for all”. According to Safe Work Australia this is about “making WHS core to how we do business in Australia”. It acknowledges WHS is a collective and ongoing effort, and highlights a need to consider WHS needs not just for the present, but also the future of work.

WHS in the gig economy

Safe Work Australia highlights two relatively recent features of the current work landscape that present a challenge for WHS. They are:

The gig economy , enabled by the rise of peer to peer (P2P) platforms
The increased normalisation of working from home

Their gig economy resources largely focus on the food delivery industry, advising that “platforms and food outlets must do whatever is reasonably practicable to ensure the health and safety of their workers” (which includes delivery riders/drivers).

Of course the gig economy is increasingly widespread and impactful across a range of industries, not just food delivery. A 2018 CSIRO report identified it as one of six mega-trends likely to shape the future of work (more on that below). According to the report it could “fundamentally shift employment patterns and structures [to] where freelance task-based work is common”.

The report therefore identifies a pressing need to consider:

whether existing WHS laws, regulations and codes of practice adequately cover the gig economy;
what the obligations are of platforms in relation to workers’ comp and whether they are adequate; and
whether gig workers know about their WHS responsibilities and compensation entitlements.

WHS for workers at home

Employers also have a duty to protect the physical and mental health and safety of employees who work either wholly or partly at home. Further to this, as remote and hybrid work arrangements become not only common but also expected by many employees, it is important that WHS regulation and codes of practice keep pace.

Things to consider from a physical health and safety perspective include ensuring that:

workstations are conducive to good posture,
walkways are clear of tripping hazards,
lighting is adequate to prevent eye strain, and
the worker takes regular breaks to stand up and move around.

It is also important to remove or minimise factors that affect psychosocial (mental) health. Psychosocial hazards for remote or hybrid workers include things like isolation from colleagues and work-related stress from working long hours, not taking breaks, or failing to manage workloads.

Hybrid work arrangements are often pitched as promoting “work-life balance”, and in many cases they do. However, the reverse can be true if the boundary between work and personal becomes blurred. Good communication between managers and workers goes a long way to keeping the “balance” in work-life balance.

Even better is to put in place policies and procedures that provide a solid WHS foundation for those who are working from home. Consulting with workers about what form these should take is imperative . Best practice will vary from business to business and even worker to worker, so policies and procedures should be designed in a way that is not one-size-fits-all but can be adapted to the particular needs of individuals. This can help maximise their productivity and engagement as well as protect their physical and mental health.

The future of work and WHS

Of course the gig economy and working from home are only two factors shaping the future of work. Throw into the mix rapid advances in technologies such as automated systems and robotics, artificial intelligence, and virtual and augmented reality, and you have the ingredients for a radically transformed employment landscape.

The above-mentioned CSIRO report combines these factors into six mega-trends it sees as likely to fundamentally affect the nature of work in Australia:

The extending reach of automated systems and robotics
Rising issue of workplace stress and mental health issues
Rising screen time, sedentary behaviour and chronic illness
Blurring the boundaries between work and home
The gig and entrepreneurial economy
An ageing workforce

Each of these brings with it its own WHS considerations and challenges. As such, it’s important to plan ahead, understanding the evolving nature of work in Australia, and being prepared and agile enough to ensure WHS regulation and practice anticipate and adapt to this evolution.

“While change is inevitable, future destinations are not,” states the report. “Individuals, communities, companies, and governments can identify and implement transition pathways … to achieve better outcomes.”

Ultimately it will be a collective effort to make sure in Australia we really do achieve safe and healthy work for all, now and into the future.

Acclaimed Workforce holds ISO 45001 certification for OHS and provides workplace safety management services for our on-hired employment and workforce management services. Contact us today to find out how we can assist you.

Managing WHS risk: Prevention is the best cure

Mon, 17 Oct 2022 23:05:06 GMT

So far this National Safe Work Month, we’ve taken a close look at typical physical and mental health hazards in different workplaces, and ways to mitigate them. Ultimately prevention is the best cure, which is why this week focuses on managing workplace health and safety (WHS) risks and preventing harm.

“Managing WHS risks is essential to creating a safe and healthy workplace,” says Safe Work Australia . “You need to identify hazards by finding all the things that could potentially harm your workers or other people, and assess the risk by thinking about the likelihood and consequences of any injury or illness that could result if a worker or other person is exposed to a hazard.”

Four steps to managing risk

According to Safe Work Australia, risk management can be broken down into four stages: identify, assess, control and review.

First up is to identify hazards. These are anything that could harm a person through death, injury, or illness. Importantly, they include psychosocial hazards, which are anything that puts at risk a person’s psychosocial or mental health. The first stage in the risk management process is to find out exactly what things could cause harm in your workplace, no matter how big or small.

Next, you need to assess the identified risks. In other words, consider how likely the hazard is to occur, and what impact it could have on an employee’s physical or psychosocial safety.

Controlling risk entails devising measures to eliminate the risk or, when that’s not possible, minimise it as much as is reasonably practicable. Safe Work Australia suggests adopting a hierarchy of control measures, which are ranked from the highest level of protection and reliability to the lowest.

Finally, it is important to review these control measures regularly, to make sure they work as intended. Risk management strategies are not a matter of just set-and-forget. Learn from the things that work. Adapt and replace the things that don’t. Your strategy also needs to be agile enough to adapt to changes in your business practices and the makeup of your workforce.

Workplace safety is good business

There is no doubt work safety makes good economic sense. Safe Work Australia reports that in 2021 in Australia there were more than 120,000 serious workers compensation claims (defined as “claims for an incapacity that results in a total absence from work of one working week or more”). These resulted in a median payout of $11,900 for women and $14,500 for men.

Total economic costs for workplace related injuries number in the tens of billions . Other “hidden” costs beyond direct compensations payouts include workplace disruption and lost productivity while investigations are being carried out and machinery or production has to stop, potential for penalties if WorkSafe believe someone is negligent or liable, and brand or reputation damage to the company. There are also increases to premiums that occur for future years, which can be significant.

In other words, the financial implications can be considerable. Chances are if workplaces don’t put the effort and resources into managing WHS risks now, it will inevitably cost them down the track.

There are other reasons having effective, proactive WHS policies and practices is good for business. Strong WHS management is a fundamental way for employers to demonstrate they value their staff and care about their wellbeing. This enhances their public image and potentially makes it easier to attract, engage and retain talented staff, even in the midst of a skills shortage.

Consultation is key

In recent years, global best practice safety management has increasingly focused on improving consultation. Indeed, at each stage of the risk management process recommended by Safe Work Australia, the mantra is: Consult, consult, consult.

“Consultation is an essential part of health and safety at work,” they say. “It helps you to identify and understand risks and find practical ways of managing them.”

They note that while businesses have a duty to consult with workers and their representatives under WHS laws, the process doesn’t have to be complicated. “You can consult in a way that suits your business, your workers and the type of risks in your workplace.”

Safe Work Australia provides a framework for how WHS consultations can be conducted efficiently, effectively, and with an eye to continuous improvement. It includes things like regular staff emails, updates and team meetings; surveys and feedback forms; pre-start briefings and toolbox talks.

To ensure everyone is able to access and contribute meaningfully to consultations, Safe Work Australia recommend businesses stagger the times at which consultations take place to accommodate shift and hybrid workers, and provide translation and interpretation for culturally and linguistically diverse workers.

Workplace safety is everyone’s responsibility

Importantly, they suggest having “an open-door policy on WHS”. In other words, employees should feel safe and supported to speak up about health and safety concerns in a timely manner.

And since the best way to consult will be determined by the size, structure and nature of the organisation, it’s worth employers asking their staff what they think will be the most effective method for gaining their input.

“For smaller workplaces, consultation might be as simple as regularly talking to workers about health and safety matters,” says Safe Work Australia. “Larger or more complex workplaces may need more formal ways of consulting. If workers are represented by a health and safety representative you must include them in your consultation.”

If the risk management process is inclusive at every stage, rather than delivered in a top-down style, it will help ensure all employees are engaged in the strategy, and maximise buy-in.

Is your workplace equipped for the mental health “new normal”?

Mon, 10 Oct 2022 00:27:54 GMT

This article contains discussions about various mental health challenges including suicidality, depression, anxiety and trauma.

Imagine someone comes to work sick. They have physical symptoms: coughing and sneezing, a sore throat or abdominal pain, or a headache so severe they can barely see.

Most employers and colleagues would not think twice if this person said they needed to go home, or leave work to see a doctor. They might even encourage the person to take a few days’ sick leave.

What if that person, instead of being physically ill, is experiencing poor mental health?

Maybe they are more subdued than usual, or more anxious and irritable. Maybe their productivity has dropped off, or they are isolating from colleagues they are usually close with.

These things may be signs the person is in mental distress — or not. It can be difficult to spot the signs, especially since someone experiencing poor mental health may show no outward signs at all.

Would that person feel safe to say to their manager “I’m sick and I need to go home”? Would they be encouraged to do so, the way the person with visible flu symptoms would be?

And is your workplace properly equipped to identify and respond to that person’s challenges, to prevent causing them further harm, and to avoid contributing to their distress in the first place?

Mental health safety at work

Week one of National Safe Work Month focused on workplace injuries . The theme for week two, which aligns with World Mental Health Day on 10 October, is mental health.

It aims to highlight that mental health is as fundamental to good work health and safety practices as physical health.

“Work-related psychological injuries have a significant impact on workers, their families and business,” reads the Safe Work Australia website .

“These injuries may result in longer time away from work and cost more than other injuries.”

Of course, not all mental health challenges are work-related. But psychosocial hazards, i.e. anything that increases the risk of work-related stress, can contribute to worsening overall mental health.

Such hazards include things like unrealistic job demands, violence and aggression, bullying and harassment (including sexual harassment), conflict or poor relationships, poor organisational justice, lack of reward and recognition, and traumatic events.

The Safe Work Australia resources include information on how to identify psychosocial hazards and manage psychosocial risk, highlighting practical steps to control some common hazards.

They include advice on how to recognise the signs that someone has been exposed to psychosocial risk, along with a model code of practice for managing psychosocial hazards.

The code of practice includes detailed examples of control measures for psychosocial hazards related to job characteristics, design and management, the working environment and equipment.

Formal mental health training for workplaces

But with mental health challenges like anxiety and depression spiking significantly in recent times, there are other steps worth considering to ensure workplaces are properly equipped to respond.

For example, while it’s common for workplaces to have designated roles for fire wardens and first aid officers, it’s less common for there to be a designated mental health officer.

This is why Mental Health Victoria, the state’s peak body for mental health , has been pushing the idea of formal mental health training for people in industries beyond the mental health sector.

The organisation is a provider of Mental Health First Aid training, a two-day course designed to provide the skills to identify and respond to someone experiencing mental health challenges.

It also offers a half-day training package called Mental Health Awareness, which can be customised to meet the specific needs of an industry or workplace.

“Traditionally, organisations have invested in physical health and safety with policies, procedures and training,” the organisation states. “Investment in mental health has been less common.”

This is despite research that shows “every dollar spent on supporting workers with mental health issues yields close to a 500 per cent return in improved productivity”, and the proportion of new Workcover claims related to mental health grew from 9 per cent in 2008 to 13 per cent in 2020.

It’s important to note these trainings don’t qualify participants as formal counsellors, but only gives them the knowledge and tools they need to respond in the initial instance.

The mental health “new normal”

More and more, organisations are taking steps to establish formal mental health policies. Many also have employee assistance programs (EAPs) which include access to short-term counselling, although these programs may hold little value for people with ongoing mental health challenges.

Such policies and programs are important steps. So too are things like providing a free day off for R U OK? Day, as many workplaces have begun to do.

But these things need to be reflected in practice as part of an overall shift in organisational culture and attitude that acknowledges mental health issues as an everyday reality for many people.

For example, not only should employees be informed of their rights regarding taking sick or personal leave for mental health reasons. They should be openly encouraged to access this leave if they need rest to get well, in the same way as someone who is displaying visible flu symptoms.

This is especially true in industries that experience high rates of suicide , where things like poor work-life balance and excessive workloads are more the norm than the exception.

Treating people with mental health challenges — including those that result from workplace psychosocial hazards — as weird or abnormal increases stigma and the likelihood that the issue will worsen over time.

Mental health in the home office

Extra vigilance is needed too for businesses that have a lot of remote or hybrid workers.

Workplace Health and Safety laws still apply if employees work from home, so businesses still bear a responsibility to eliminate or minimise health and safety risks for those employees as far as possible.

Psychosocial hazards like social isolation and excessive or unmanaged work hours can present an even greater risk to mental safety for those who are working from home.

Workplace policies and practices need to take these challenges into account. Managers should check on their remote workers regularly, reinforce the need to take breaks and manage work hours, and provide opportunities to keep them engaged.

Whether employees are working from home or on-site, decreasing stigma, an openness to communication, and creating a psychologically safe environment are the keys .

Next up in our series for National Work Safe Month: Managing WHS risks and preventing harm

Know safety, work safely: National Safe Work Month gets underway

Mon, 03 Oct 2022 03:03:10 GMT

National Safe Work Month kicks off this week with the theme “Know safety, work safely”. Safe Work Australia is promoting a different area of health and safety each week throughout October, with week one focusing on injuries at work.

“Everyone has the right to be safe at work,” says the Safe Work Australia website . “This week focuses on common health and safety risks and how to control these risks to keep workers safe − whether it is from slips, trips and falls, lifting, pushing and pulling (manual tasks), or moving objects.”

So what are the most common workplace health and safety risks? And how can employers and employees work together to ensure workplaces protect the health and safety of everyone?

Strains and sprains

In any industry where workers perform a large amount of physical labour, the risk of bodily injury is substantial.

Safe Work Australia reported that in 2020 , fatalities in agriculture, forestry and fishing, transport, postal and warehousing, construction, and manufacturing accounted for more than 75 per cent of workplace fatalities for the year.

The report also includes statistics on “serious claims”, defined as “all accepted compensation claims for an incapacity that results in a total absence from work of one working week or more”. By far, the greatest cause of injuries resulting in such claims was “body stressing”, at 37 per cent.

“Be sure to use correct manual handling techniques when lifting and shifting, pushing and pulling,” says Acclaimed Workforce’s Injury Management and Safety Manager, Sarah Will. “If it’s too heavy stop and ask for help.”

Sarah also advises workers talk to their employer about job rotation, using lifting aids and reducing risks around manual handling.

Safe Work Australia has provided detailed resources on specific potentially hazardous tasks , including the operation of industrial rope access systems, concrete pumping, elevating work platforms, and working in heat.

Slips and trips

Offices bring with them their own physical hazards. Safe Work Australia reported that slips, trips and falls accounted for 23 per cent of injuries that resulted in a serious claim. Again, there are a number of things office workers and managers can do to significantly reduce the risk of such injuries:

Always use handrails when going up and downs stairs
“Look before you leap” − move your eyes before your feet so you can see any trip hazards
Never have cords across walkways
Clean up spills immediately or use signs to highlight slippery surfaces
Make sure housekeeping inspections are done on all office areas to ensure items are stored away correctly and unnecessary clutter is removed

Roles that require sitting for long periods of time in front of a computer also pose a physical risk.

Work stations should be set up to allow for proper posture and to minimise eye strain. Also consider chair and desk height, screen size and proximity, and accessibility of regularly used items and accessories to minimise over-reaching and repeated awkward movements.

Workers should be encouraged to practise good posture and take regular breaks to stretch, rest their eyes and move around.

OHS at home

Of course, many companies allow for hybrid and remote working arrangements. It is worth remembering Workplace Health and Safety laws still apply if employees work from home. Businesses must eliminate or minimise health and safety risks to such workers as much as they reasonably can.

Companies allowing employees to work from home should consider conducting physical checks of workers’ home office set-ups to ensure they meet occupational health and safety standards.

Speak up for safety

Whatever your industry or work environment, it is important to report unsafe conditions and behaviour to your supervisor or manager. When it comes to workplace injuries, prevention really is the best medicine.

If injuries do occur, you should immediately report the incident to your supervisor or manager and get first aid or medical treatment as required.

Acclaimed Workforce is ISO 45001 certified for OHS, and provide workplace safety management services for contingent workforces. Contact us today to find out how we can assist you.

This week we’ve focused on physical health. Next week’s National Work Safe Month theme will consider workers’ mental health and the impacts of psychosocial injury for employers and workers. Check back then for advice on how to identify psychosocial hazards and manage psychosocial risk.

Making their mark: Federal investment aims to boost local manufacturing

Sun, 25 Sep 2022 23:38:21 GMT

The Albanese government’s National Reconstruction Fund (NRF) is expected to start rolling before the year is out.

Framed as a plan to rebuild Australia’s industrial base, the $15 billion fund was a key plank of Prime Minister Albanese’s election campaign .

In pursing this strategy, the government has all but shelved the plan that was already underway under the previous Morrison government.

Nevertheless, both plans demonstrate a commitment at Federal level to revive manufacturing in Australia, which has stalled since the demise of the car industry a decade ago.

So what implications will this have for manufacturing employment?

The Morrison plan

Prior to the Federal Election in May, the Morrison government’s Modern Manufacturing Initiative had doled out more than $800 million dollars in grants as the first phase of a five-year strategy.

The grants were focused on six key areas: resources technology and critical minerals processing; food and beverage; medical products; recycling and clean energy; defence; and space.

A number of those grants may now be under a cloud however, with Albanese stating in August there would be a review in light of revelations Morrison as Prime Minister had secretly sworn himself in as Resources Minister.

Morrison also copped flak from some quarters for not leveraging the fund to support local production of COVID-19 vaccines at the height of the pandemic.

That said, the local Moderna manufacturing facility announced by Albanese last month was the result of an in-principle agreement struck by Morrison with Moderna and the Victorian Government last December.

The Albanese plan

In contrast with the Morrison strategy’s emphasis on grants, the Albanese government’s NRF will aim to rebuild Australia’s industrial base through the provision of loans, guarantees and equity.

In formally announcing the Moderna facility, Albanese described it as an example of the kind of project the new government had in mind when it made promises of “a future made in Australia”.

“This is an example of the sort of activity we'll see replicated through our National Reconstruction Fund that we will introduce legislation on before the end of this year,” he said.

“This is precisely what we need to do, creating high-value jobs, creating a big bonus for Australia.”

While we’re yet to see the detail of how the NRF will be distributed, prior to the election Albanese had pledged $125 million to manufacture 130 electric buses in Perth .

And just last week Industry Minister Ed Husic announced the NRF’s $3 billion Powering Australia Plan would have “a strong immediate focus on [speeding] up the deployment of solar, wind, batteries, transmission for the electricity sector and potentially electric vehicles for the transport sector”.

Consultation is also underway on the 2022 List of Critical Technologies in the National Interest, which will guide the fund’s allocation of $1 billion in critical technologies .

What has been the impact so far?

Truth be told, it’s too early to tell.

Despite the funding commitments of the past two years, ABS data projects a fall of 2.7% in the manufacturing workforce by 2026 .

However, it can take several years for the effects of such strategies to be realised.

Their impact can also be at the mercy of election cycles and political manoeuvring, as evidenced by Albanese’s mooted review of the Morrison grants.

Indeed, Shadow Treasurer Angus Taylor flagged in June the Coalition will mount a challenge to Labor’s plan .

Furthermore, the NRF’s emphasis on loans, guarantees and equity doesn’t come without risk. The reality is that some investments may come to nought.

“A lot of this stuff will not be easy and we may fail,” Husic admitted.

“We need to appreciate that nothing is perfect. What you learn from failure and apply from that lesson will build the next round of success.”

At the very least, it is heartening to see our national leaders walking the walk on rebuilding Australia’s domestic manufacturing capabilities, and boosting the manufacturing workforce.

Why Gen Z is critical to the warehouse labour market

Mon, 19 Sep 2022 04:23:32 GMT

The Covid-19 pandemic saw warehouses across Australia boom, as virtually everyone relied upon direct-to-consumer fulfilment during lockdowns and restrictions. But despite Australia moving away from lockdowns and restrictions, this widespread reliance on warehousing capabilities has continued to grow. In fact, employment in Australia’s Transport, Postal and Warehousing industry grew by 52,900 (8.2 percent) in the last year, and is projected to grow by another 39,900 (6.1 percent) by November 2026.

While this bodes well for the industry, for warehouse employers struggling to fill shifts amidst the pervasive staff shortages, it poses a challenge.

With competition for staff remaining fierce, international travel not yet back to pre-Covid levels and more Australians than ever looking to move jobs, now’s the time for warehouse employers to begin looking to alternative talent pools in order to find staff.

Perhaps the most promising group for the warehouse sector will be younger employees - more specifically Gen Z - who are those born after 1996 and generally regarded as the most tech-savvy generation.

Here’s why employers in the warehouse sector should be looking to attract Gen Z employees during their hiring process.

A fast-growing generation

Recent data shows that Gen Z will soon surpass Millennials as the most populous generation on earth - making up at least a quarter of the global workforce by 2025. This will be an important consideration for employers looking to fill shifts, as Gen Z will likely make up a significant percentage of candidates entering into the workforce in coming years. Ignore these potential hires and you’ll be severely limiting the talent pool from which you can source employees.

A tech-savvy generation

The growth in the warehousing and logistics sectors has resulted in increasing technological advancements and innovations, which has raised the benchmark across the industry. There’s been an increase in automation , data and analytics, artificial intelligence and other smart warehouse technologies.

Generally referred to as the most tech-savvy generation on earth, Gen Z employees will likely be well-suited to this technologically advancing environment. Employers will likely find they are more willing to engage with this technology and better assimilate it into their everyday working lives.

The exiting older generation

Though it was a larger proportion of the younger generations dropping out of the workforce when the pandemic first began, the lasting story is about Australia’s older workers. Even as the economy reopens and vacancies hit record levels, Baby Boomers have continued to drop out of the labour force. And with the average age of warehouse employers in their 40s, employers might be surprised to find many of their staff may be considering an early retirement.

This choice to retire early could be due to several factors. For example, new research indicates that since the pandemic, older generations are less driven by monetary gain , and have thus decided to leave the workforce and find fulfilment in other aspects of their lives. It is also worth noting that the average number of serious injury claims amongst this older group, particularly within the warehouse sector, is significantly higher than the younger demographic, which could be a key factor in people’s decision to exit the industry, or workforce altogether.

By prioritising the hire of Gen Z candidates, employers are giving themselves a greater chance at a sustainable workforce with less turnover.

Attracting and retaining Gen Z talent

Those companies that find ways to connect with and win over Gen Z candidates, while also being mindful of training, retraining and engaging those workers once they’re hired, will likely find themselves with a sustainable and satisfied warehouse workforce.

It will be important to remember that Gen Z, just like the generations before it, has its own set of values, interests and career goals that will attract individuals to potential employers and jobs.

As specialist recruiters within the warehousing sector, Acclaimed Workforce helps businesses position themselves as an employer of choice, while accessing alternative talent pools. To see how our team can help with your warehouse recruitment efforts, contact us today .

The global gender gap report: where Australian workplaces stand in 2022

Thu, 15 Sep 2022 00:24:07 GMT

The 16th Global Gender Gap Report released by the World Economic Forum (WEF) has revealed that overall gender disparity across politics, work, health and education has improved slightly this year, decreasing from a predicted 136 years until parity is achieved in 2021 to 132 years in 2022.

But despite more women having moved into paid work over the last decades and, increasingly into leadership positions, the goal of parity has been met with continued barriers. For example, prior to the Covid-19 pandemic, the gap was set to close within 100 years, meaning this global incident delayed gender equality by at least three decades. And as WFE Managing Director Saadia Zahidi explains in the report, societal expectations, employer policies, the legal environment and the availability of care infrastructure have all continued to limit women’s educational opportunities, as well as career possibilities.

“The economic and social consequences of the pandemic and geopolitical conflict have paused progress and worsened outcomes for women and girls around the world – and risk creating permanent scarring in the labour market”, she said.

Here, we look at how Australia fares out of the 146 countries in the report when it comes to gender parity in our workplaces, and touch on the areas where employers may consider taking coordinated action to create sustained improvements and mitigate the risk of widening the gender parity gap.

Australia’s general gender parity gap

East Asia, Pacific East Asia and the Pacific (of which Australia is included) has closed 69 percent of its overall gender gap - a marginal development from 2021, with 13 of 19 countries improving their gender gap score. At this pace, the region will need 168 years to close the gender gap completely.

However, within the region, there are important differences in countries’ progress. This year, Australia’s gender parity sits at 73.8 percent, sitting third highest behind New Zealand (84.1 percent), and the Philippines (78.3 percent). Globally, Australia is ranked 43 out of the 146 countries when it comes to achieving gender parity, but despite closing the gap by 4.5 percentage points in the last year, there’s still much work to be done.

Female labour force participation

According to the report, Australian women are among some of the best educated in the world. And yet, since 2006, Australia has dropped from 13th to 36th in the forum’s scorecard on female economic participation.

As the Australian economy faces critical labour and skills shortages that are adding to inflationary pressures, this data makes it clear that there’s a legion of well-educated female workers who are being underutilised.

Adding to this, is the disparity between the number of women in full-time roles compared with their male counterparts. Data from the Workplace Gender Equality Agency shows that women constitute only 38.4 percent of all full-time employees in Australia, while they make up 68.5 percent of the part-time and casual workforce. This type of work often results in less professional stability and security, which was highlighted during the pandemic. Over this period, three out of five job losses in Australia were female, with the employment drop related to restrictions and lockdowns that significantly impacted sectors with high levels of women’s employment, including hospitality, retail trade, education and training. This overrepresentation of women in part-time and casual roles made them more vulnerable to job losses and less likely to be eligible for government support, such as the JobKeeper payment.

The gender pay gap

The disparity between men and women when it comes to pay equity in Australia is no secret, and though this gap has not increased in the last year, it also hasn’t improved. The Global Gender Gap Report shows Australia ranks 57th in the world for wage equality for similar work, with a substantial gap of 68 percent. Furthermore, the country sits at the 85th position for estimated earned income, with data showing a discrepancy of just over $23,000 between male and female wages.

The reasons for this gap are complex and varied. According to the Diversity Council Australia’s 2022 Shes Price(d)less report , the leading driver of the pay gap is gender discrimination at 36 percent - equivalent to $348 million annually. Though organisations may not be able to shift deeply-rooted societal gender discrimination and biases, on a micro-level employers can work towards eradicating them within their workplaces. By assessing those biases that may be inherent within areas such as hiring, culture, promotions and training, steps can be taken to educate managers and implement policies that minimise such behaviours and aid in closing the gap.

However, the pay gap is driven by more than just gender discrimination; the overrepresentation of women in the casual and part-time workforce, industrial segregation, and time taken out of the workforce for caregiving, also have a noteworthy impact on pay disparity.

Women in professional and technical roles

According to the report, Australia is ranked number one out of the 146 countries for female representation in the ‘professional and technical’ workforce, with a gap of 9.21 percentage points. Despite the number of women growing in these areas however, there is still significant underrepresentation of women within Australia’s professional and technical industries, otherwise known as ‘industrial segregation’.

In Australia industrial segregation is seen most heavily in sectors such as manufacturing, ICT and STEM. For example, the Global Gender Gap report found the manufacturing and construction workforce consists of only 23.23 percent females, compared to 76.77 percent of males. Similarly, only 16% of Australia’s STEM-skilled workforce are women.

Conversely, there is much greater female workforce participation in industries such as healthcare, social assistance and education, all of which typically have lower average salaries. According to the She’s Price(d)less Report, as of 2020 this industrial segregation accounted for 20 percent of Australia’s gender pay gap, an increase from nine percent in 2017.

It’s clear Australia has a highly gender-segregated labour market, with prevalent gender norms and stereotypes inferring there are some industries which are “for men” and others that are “for women”. Organisations within gender dominated industries should look at what they can do to encourage more diversity into their workforce, which can also aid in reducing labour-shortage issues.

Women in leadership

Globally, the share of women hired into leadership roles has seen a slight increase from 33.3 percent in 2016 to 36.9 percent in 2022. Australia is ranked 37th with regards to female representation in senior official and managerial roles, with a gender gap of 66 percent. And though the country has mirrored the global trend of increasing the number of women in leadership roles, this gap remains wide.

Bias and gender discrimination play a significant role here, with systemic beliefs creating workplace cultures where women are less likely to be sought out for promotions, or even hired into senior roles from the outset. For instance, a 2019 study by Workplace Gender Equality Agency on gender equitable recruitment and promotion found that women and men are held to different standards in recruitment processes: women are more likely to face tougher evaluation standards and have their achievements and qualifications more closely scrutinised. Furthermore, this study also found that women are more likely than men to be penalised for attempting to negotiate for higher pay.

It was found stereotypical beliefs, such as women being less committed to work, or needed to be protected from overwork, were very real barriers to being offered a promotion. Unfortunately, such biases can be hard to catch, as they are often unconscious. A good place for organisations to start is by conducting thorough audits of leadership and management teams, to determine where they sit with female representation. From here, it will be important to educate Hiring Managers and others involved in the recruitment and promotion processes to minimise the impacts of unconscious bias that often result in prejudicial decisions.

If you’re looking for talent, contact us today.

Workplace relations considerations for National Day of Mourning Public Holiday

Wed, 14 Sep 2022 05:43:25 GMT

Prime Minister Albanese has announced a public holiday for Thursday 22 September 2022, a National Day of Mourning to commemorate Her Majesty, Queen Elizabeth II.

Employees are entitled to a day off on a public holiday, however, given the short period of notice, shutting for the day may pose operational difficulties for some businesses.

The Fair Work Act (FWA) allows employers to request an employee to work on a public holiday if the request is reasonable. An employee may refuse the request if the request is not reasonable, or if the refusal itself is reasonable.

What makes a request to work reasonable?

The reasonableness of a request to work on the public holiday will depend on a range of factors, including:

the nature of your workplace (including its operational requirements) and the nature of the work to be performed by the employee;
the employee’s personal circumstances, including any family responsibilities;
whether the employee could reasonably expect that they would be requested to work on the public holiday;
whether the employee is entitled to receive overtime payments or penalty rates, or a level of remuneration that reflects an expectation of work on the public holiday;
the type of employment (i.e. full-time, part-time, casual or shiftwork);
the amount of notice given to the employee of the request to work; and
the amount of notice of their refusal.

If your business is likely to request that employees attend for work, you should check your relevant Award, enterprise agreement and contracts of employment to determine whether employees are entitled to penalty rates, or whether some other arrangement can be agreed, such as the substitution for this day with another.

Substitute day

If, as an employer, you want to substitute the National Day of Mourning with another working day, you need to reach agreement with your employee or employees. The FWA allows Awards and enterprise agreements to include terms to agree on the substitution of a public holiday for another day. It also allows employers to reach agreement with award free individual employees on the substitution of a public holiday.

Payment for the National Day of Mourning

Employees who are not working on a public holiday are entitled to be paid their normal rate of pay for the hours that they would have worked, and part-time employees are not entitled to be paid unless their working hours include Thursday 22 September.

Casuals are not entitled to be paid unless they work.

Be aware that many Awards and agreements have penalty rates for time worked on a public holiday. For further advice, contact our Workplace Relations team today.

Exhausted? Burnt out? Here's how to re-energise yourself for work

Thu, 08 Sep 2022 01:05:01 GMT

The last few years have proved stressful for employees and employers alike. For many organisations, the pandemic brought with it increased demands, while staff shortages have seen many employees respond by putting in overtime. Inevitably, these pressures lead to burnout, higher stress levels and exhaustion amongst the workforce. In fact, according to a global study conducted last year , Australian office workers were the most burnt out in the world, with 53 percent admitting they suffered burnout in the last 12 months. This high number has been a considerable factor in the higher attrition rates many organisations have been experiencing, which inevitably leads to more pressure on the workforce.

While many people look to time management to help gain control of their lives, get more done at work and decrease stress, this may not be the best approach. Time is a finite resource, and no matter how much we wish for more, we still only have 24 hours in a day.

According to The Energy Project, however, energy is different kind of resource. And while it may not necessarily be infinite, there are steps we can take to increase our energy output in such a way that, not only helps us achieve more in our workday, but do so in a way that reduces our risk of burnout and stress.

This theory suggests there are four key areas from which we draw energy—the body, emotions, mind, and spirit—and that each of these can be enhanced in a way that drives better outcomes for both individuals and organisations, such as greater professional satisfaction, productivity, team output and retention.

Here, we look at these four areas of renewal and what employees and employers can do to bring more energy into their everyday lives so they can work and feel better.

Physical energy – the body

It’s no secret that inadequate exercise, a poor diet and lack of sleep diminish energy levels, reduce concentration, inhibit performance and impact your mood. Despite being widely accepted, however, a great proportion of people don’t practice the healthy lifestyle rituals that would add so greatly improve their lives. This isn’t to say people don’t want to make this change, but instead they don’t feel there is the time to do so given the demands on their time are so high.

A great place to start is by performing an energy “audit”, which will help to identify the areas of your physical energy that may be the most depleted. For example, do you regularly get less than seven hours of sleep each night? Are you frequently skipping nutritious meals in lieu of something quick and easy? How often do you exercise each week? Asking yourself these questions can help you understand where to place your focus and make improvements.

The next step is to identify rituals for building and renewing physical energy in these areas you’re lacking. Here are a few that could be useful:

Get more sleep

According to a 2019 Federal Inquiry about the state of Australians' sleep, 10.3 million or 40 percent Australians aren’t getting the recommended seven to nine hours sleep each night, and close to 60 percent of Australian adults show at least one sleep disorder symptom. While this is obviously concerning for individuals, it also places a huge impact on the Australian economy, costing $66.3 billion a year in health and indirect costs.

Prioritising sleep and aiming to get at least 7.5 hours every night can help to improve memory, better immune function, elevated mood, and enhance learning and problem-solving abilities, to name a few.

Exercise for at least 30 minutes a day

Daily exercise can help to elevate your mood, reducing stress, lower anxiety, improve blood flow to the brain, enhance the production of new brain cells, boost memory, increase discipline and aid in decision making.

According to psychologist and behaviour change expert Ron Friedman, exercise shouldn’t be thought of as something we do for ourselves—a personal indulgence that takes us away from our work—the positive impact physical activity has on work performance makes it something that should be seen as part of your job. Roughly 150 minutes of weekly exercise can be sufficient to gain all the benefits.

Take regular breaks

Implementing breaks in your work day every 90-120 minutes can result in higher performance, greater productivity and less fatigue. Also known as "ultradian rhythms", these refer to 90 to 120-minute cycles during which our bodies slowly move from a high-energy state into a physiological trough. Toward the end of each cycle, the body begins to crave a period of recovery, which you may notice through symptoms such as physical restlessness, yawning, hunger, and difficulty concentrating. If ignored, this can result in feeling exhausted by each day's end, but by giving your body breaks for renewal can result in higher and more sustained performance.

Emotional energy – quality of energy

In a negative emotional state, an individual tends to burn through their energy very quickly and easily. Conversely, when people are able to take control of their emotions and work in a positive mindset, they can improve the quality of their energy, regardless of the external pressures they’re facing.

Unfortunately, when confronted with relentless demands and unexpected challenges, people tend to slip into negative emotions—the fight-or-flight mode, which makes it difficult to think logically or reflectively. They become irritable and impatient, or anxious and insecure. Here are some ways to combat this in the workplace:

Deep breathing or meditation

When it comes to regulating emotions, the breath is one of our most powerful tools. Deep abdominal breathing is a simple ritual you can initiate anywhere, so when you're feeling stressed, overwhelmed or frustrated, try exhaling slowly for five or six seconds for a minute or so. This has been shown to induce relaxation and recovery, while turning off the fight-or-flight response. You take up to 23,000 breaths a day – make them count!

Express appreciation

Showing appreciation and gratitude is strongly and consistently associated with greater happiness, giving way to positive emotions, relishing good experiences, improving health, dealing with adversity, and building strong relationships. For employees, this could be emailing or calling a colleague to congratulate them on a job well done. For managers and HR teams, this might be about creating a culture of appreciation and gratitude through rewarding results, holding company-wide awards and thanking people for their years of service.

The mind - focus of energy

In today's connected world, switching off from technology and finding solid focus time can be challenging. And though multi-tasking might seem like the most effective use of your energy when you have several deadlines on the go, it actually reduces productivity and your overall energy. In fact, studies show that when you multitask, you aren’t doing multiple things at once. Instead, your brain is rapidly switching attention between the activities you’re engaging in, resulting in lower productivity, slower memory recall and becoming more easily distracted.

If you find yourself struggling to focus and constantly distracted, here’s some strategies that may assist you:

Schedule “technology downtime”

Make sure you have sufficient breaks from technology each day to ensure your focus isn’t broken multiple times. Find the time in your day when you feel you do your best work and mute your technology during this time. By doing so, you’re creating a mental routine and training your brain to show up, ready to focus on the task ahead at the same time every day. This becomes a mental cue for deep, focused, distraction-free work. Remember to let your colleagues or team know you won’t be available during these times.

Create a distraction-free environment

Clear your work area of clutter and try your best to continually keep it tidy during the day. If you need to concentrate on a specific task, then let those around you know that you need a quiet workspace and won’t be available until a specific time. Doing this will create the kind of environment where you can maximise your productivity, work in a calm environment and feel in control of your day.

The spirit: energy of meaning and purpose

When performing work that feels meaningful and valuable, people typically feel more positive, focus better, and demonstrate greater perseverance. Following the pandemic, purpose has become a significant decision-making factor when it comes to accepting a job offer, with a survey finding that employee’s sense of purpose or impact on society is the second-most important criteria for young talent when considering new jobs.

Regrettably, the high demands and fast pace of corporate life don’t always allow for this focus on purpose and values, with external factors so often influencing our actions. These strategies could prove useful:

Do what you’re good at and what you enjoy

It can be useful to take a step back from your work and assess the tasks you do. Along the way, have there been responsibilities you’ve picked up or been assigned that you don’t enjoy? Are their things you do each day you find meaningless, or feel don’t add value? It’s worth understanding what these are and having a discussion with your manager about whether you’re the best person to perform these duties. This then frees up space for you to perform that work which you find fulfilling and meaningful.

For managers, it will be important to support employees on this journey to find purpose at work. When organisations invest in employees’ purpose, individuals respond by bringing all their energy wholeheartedly to work—and both companies and their people grow in value.

Live organisational values every day

Organisations can talk the talk when it comes to company values and purpose, but if it’s just lip service, employees will likely see straight through this. Leaders can perform an audit to see if the everyday work and culture align with organisational values. If they don’t, then a shift may need to occur to re-engage employees. If they do, then perhaps they need to be more readily promoted throughout the business and, indeed, within your Employee Value Proposition . This won’t only aid in retaining employees and helping them perform their best work, but also attract candidates to your organisation.

Insights from our State Managers

Thu, 25 Aug 2022 22:39:40 GMT

Despite having offices spread across Australia’s regional and Metroplitan areas, Acclaimed Workforce is a tight-knit team dedicated to providing industry-specific workforce management and employment solutions.

Our State Managers work closely together to service national clients and support peaks in demand. Here, we provide more insight into our leadership team, learning about how they arrived at this point in their career, what they love about their work, and what they’re excited about next for Acclaimed Workforce.

Q: Hi Mike, tell us a bit about your role as one of the State Managers at Acclaimed.

A: I would say the major component of my role is about maintaining good relationships with our current client base and developing those with new clients coming on board. A lot of this usually involves expanding their workforce as they grow, whilst also understanding their unique needs and tailoring our workforce management solutions around this. We currently have a diverse range of active clients and are onboarding an average of two per month – so it’s a big job!

Of course, I also manage the consultants working within our offices in Sydney, Griffith and Brisbane, and ensure they feel supported in the great work they’re doing.

Q: What’s your process when it comes to identifying and pairing the right candidates with employers.

A: It really comes down to understanding the needs of our clients and what they require in an employee. Research is critical, so I usually have a long line of questions to get to the heart of what they need, then leverage my networks to find the ideal candidate based on what I’ve learnt. It’s also really important to me that I’m placing individuals in a business where they’ll enjoy the work and gain professional fulfilment.

Q: What are you excited about for the next 12 months at Acclaimed Workforce

A: I’m really excited to see us expand our permanent placement services. We have a lot in the pipeline at the moment, particularly for administrative roles, and have a very clear strategy on how we can assist our clients in finding the right employees.

Our team prides itself on being in the right place at the right time, so we can really be at the forefront of establishing these professional relationships between an employer and a talented individual who will be the best fit for a permanent role.

Q: What's your favourite part of the work you do?

A: It’s definitely the diversity; of what I’m doing on a daily basis, the kind of clients we work with the candidates we meet and the interesting roles we’re filling. There’s never a dull moment and it’s incredibly stimulating and rewarding!

Acclaimed Workforce also has a great culture for career progression and development. Everyone is treated as though they could be a future leader within the company, so mentorship is something that occurs very organically within our offices. We want our clients and candidates to know that no matter who they’re dealing with from our team, they’re in very capable hands.

Q: Can you tell us a bit about your role as the South Australia State Manager?

A: I became State Manager earlier this year, and there is quite a difference in what I do compared to my role as a Senior Consultant. I manage the day-to-day running of our offices, our budgets and governance obligations, as well as speaking directly with clients to address any urgent requirements or concerns they may have.

At the moment, staff shortages across the state are a major challenge for employers, due to the skills and labour shortages – the latter largely brought about by Covid-19. I’m working hard to ensure our clients are aware of how we’re navigating this during the tight labour market, and the alternative solutions we can provide, such as training and upskilling.

Q: Tell us a bit about your areas of recruitment expertise.

A: Prior to beginning work with Acclaimed (then CozWine) I was largely working with clients and candidates within the manufacturing and trades sectors. I was responsible for a lot of shutdown recruitment, which meant sourcing and on-hiring staff such as mechanical fitters, electricians and service technicians for plants that have seasonal shutdown periods.

Upon moving to CozWine in 2017, I began to work a lot with local wine producers, providing them with employment and workforce management solutions, particularly during the busy vintage months! I’ve been building relationships with clients and expanding networks in this area ever since, while still continuing our work in manufacturing and trades.

Q: You’ve lived in the Barossa all your life. What do you love about living and working in this area?

A: The Barossa is a fantastic wine region – and I love a good red wine! I really am spoilt for choice here. I also feel like Nuriootpa is a place where you get the best of everything: you’re an hour’s drive from the city and the sea, and it’s just half an hour to the Murray River.

Working here also means that we’re very close to our clients, with our furthest only 15 minutes away. This means we can quickly arrive on their site if needed, whether that’s to perform a drug and alcohol screening, complete a general compliance check, or just chat with our candidates to see how they’re going. The proximity allows us to offer, what I believe, is an unparalleled level of support to both our clients and workforce.

Q: What's your favourite part of the work you do?

A: Something I still try and make time for in my role as State Manager is visiting our client sites, as this is something I’ve always really enjoyed about working at Acclaimed. It gives me a chance to create meaningful relationships with our clients, while ensuring our on-hired workforce know we care about them. This is a part of my job that I really love, so I try get out to site visits whenever I can.

I would say that working with the South Australia team is also incredibly rewarding. Working through the pandemic wasn’t easy, and the labour market we’ve been left to work with is far from easy. But we’ve built an incredibly competent, strong and positive team that thrives on a challenge and is ready to work hard for both our clients and workforce in the coming months.

Q: Tell us about your experience working as Acclaimed Workforce’s Afterhours Manager

A: My time managing the afterhours team really gave me a deep understanding of the business nationally, because I was interacting with clients and our on-hired workforce across our wide range of specialisations. It meant I needed to quickly be across the unique role requirements across the business, including wine, trades, manufacturing and warehousing.

It was also a very high-pressure environment, particularly given that some of our clients have a 24/7 rotation. This meant I had to be constantly switched on and ready to meet staffing demands around the clock. I was often dealing with instances where an on-hired employee would hit a kangaroo on their way to work or be going through a personal tragedy. In these instances, I might get a call at 2am and need to fill their shift within the hour, but also ensure they were safe, supported and that all correct protocols were followed. It was challenging, varied and interesting work and I thoroughly enjoyed it!

Q: Tell us a bit about your process for building relationships with clients

A: In creating long-term professional relationships with our clients, I believe it all comes down to having a really strong understanding of what they do and why they do it. If you understand the different roles within their business, their mission and values, you’re able to find candidates that, not only have the technical skills required by the role, but are also the right cultural fit.

I find site visits the most effective way to build on these relationships and gain insight into their internal culture. By embedding ourselves within their business, we’re able to provide a higher level of service and build trusting relationships.

Q: How do you facilitate these site visits?

A: Acclaimed Workforce has a few offices across Victoria, which gives our team a good base from which to visit our clients. Each week, the team will base itself in either our Laverton or head office, which means we can easily drive to our clients both in the north-west and south-east.

Now that restrictions have eased, I’m making a real effort to get all of our consultants out on site engaging with clients and interacting with our on-hired workforce.

Q: What are you most excited about at Acclaimed during the next 12 months?

A: I’m a very team-oriented person, and I’m really looking forward to growing and building on our current team. We’ve hired some new consultants to meet increased demand and training and mentoring them will be a priority over the coming months, so we can continue to provide the best service possible.

It’s also a very tight labour market at the moment and this, coupled with absences due to illness, is placing a lot of stress on our clients and workforce. I’m looking forward to providing them with our tailored solutions that meet expectations and assist them during this time.

Continued staff shortages predicted for regional employers: here’s what they can do

Thu, 18 Aug 2022 00:02:51 GMT

Backpackers have always played an important role in Australia’s regional workforce - particularly during peak harvest times - whether harvesting fruit, working in crops or picking grapes. In fact, more than one-third of peak seasonal jobs on Australian farms were typically filled by overseas workers, according to the Australian Bureau of Agricultural and Resource Economics and Sciences.

This was however, prior to the pandemic, which saw the number of travellers, both from overseas and within Australia, dry up. So much so, that more than $38 million of fruit and vegetable crops across the country were left to rot as a result of the severe labour shortages.

For Australia’s regional and agricultural employers, news of international travel restrictions easing has come as a welcome relief, particularly with the busy harvest season approaching. As of May 15, there were 32,796 working holiday-makers in Australia - a 40 percent increase since borders reopened in November last year.

While indeed looking up, these numbers fall well short of the labour demands of regional and agricultural employers, given that Australia’s horticulture industry alone employed up to 45,000 overseas workers a year on average.

So, with a predicted bountiful harvest this year and an estimated 30,000 working holiday-maker visa holders still outside Australia, it’s important for regional employers to consider just how to manage the oncoming labour shortage. Here are some strategies that may help.

Begin planning early

Though the harvest season runs between October and December, it will be important for employers to consider beginning the hiring and onboarding process much sooner, ideally in the coming weeks. In such a tight labour market, employers should consider that it may take longer than usual to find appropriate staff, even with many more international workers available.

Once the right employees are found, they must then be onboarded and appropriately trained on workplace health and safety, specific machinery and any site-specific hazards. Leave it too late, and employers run the risk of rushing employees through this process, which could result in accidents and injuries at work down the track.

Furthermore, staff may be required prior to the main harvest, to assist with any pre-harvest preparations and maintenance. This kind of preparation means your workplace will be ready to cope with the demands of the season and be safe for an influx of new workers.

Upskill your current workforce

The reduced international travel has resulted in more than just a labour shortage, with employers also contending with a skills shortage. For this reason, it can be helpful to look at your current workforce with future roles and responsibilities in mind to help identify any skill gaps you may be likely to experience in the coming months.

Once identified, employers can begin implementing training and upskilling programs for their current workforce, to help them move into more specialised roles. This not only fills key skill gaps, but will also likely improve employee satisfaction and retention.

Training and pre-employment programs

It's worth noting that any travellers with working visas might not even possess the entry-levels skills specifically required for your industry or work site. Entry level training requirements often include safety, manual handling, dangerous goods and confined spaces training, for example.

A way that employers can combat a lack of entry-level skills is to implement pre-employment training programs ahead of the busy season. This means there will be a larger talent pool from which to source trained and qualified staff, who you can trust have the knowledge to perform their work both capably and safely on your site.

Enlist professional assistance

Though borders are open, staffing challenges aren’t yet over for Australia’s regional employers. Reaching out to a professional employment and workforce management company who understands your industry and seasonal work can be a great was to ensure your shortages are minimised.

Acclaimed Workforce is able to assist regional and agricultural employers with sourcing, hiring and onboarding those with international working visas, and provide them with any necessary pre-employment training . Furthermore, we can assist in upskilling your current workforce to fill any anticipated skill gaps you may experience, in order to create a new source of qualified talent from your existing workforce.

If you would like to discuss your staffing or training needs and learn more about how Acclaimed Workforce can assist, contact us today .

Keeping your workforce safe in winter

Fri, 12 Aug 2022 00:56:23 GMT

Australia is known for its hot dry summers, but across certain states, winter means frost, snow, wind and below zero temperatures. This brings with it a change in working conditions that increase risks and hazards across work sites, particularly if your workforce is outside amongst the elements. It’s important for businesses to have a proactive approach to managing winter-related risks, implementing controls and strategies to keep workers safe. After all, a strong workplace safety culture extends to all seasons.

With Australia now well and truly in the grips of winter, we share some of the main hazards employers should look out for during this period, and what they can do to mitigate risk and keep their workforce safe this winter.

Slips, trips and falls

While these are OHS risks at any time of year, they can become particularly common during winter, when rain and frost bring with them the increased risk of slips occurring. In fact, according to Safe Work Australia , there were more than 27,800 serious claims from accidents caused by slips, trips and falls from 2019 to 2020.

The good news is that slips, trips and falls are preventable if employers implement a proactive safety plan that specifically addresses these in winter conditions. Not only will this improve worker safety, but also minimise the potential costs from workers’ compensation payments.

Firstly, it will be important to keep foot traffic areas, such as walkways and doorways, clear and dry. To reduce the risk of slippery areas in your workplace you can:

regularly clean the areas, including mopping and drying
have clothing racks available so wet jackets/umbrellas etc. aren’t carried around dripping
use ‘wet floor’ signage and cones
use anti-slip floor mats, stair trends and ladder rung coverings to provide traction and firm footing

It is also a good idea to encourage employees to wear, or provide them with, footwear that has good slip resistance and soles made of urethane or rubber. In wet conditions, the shoe sole tread should be deep enough to help penetrate the surface water and make direct contact with the floor.

Repetitive strain injuries/Occupational o(RSI)

For jobs that involve repetitive movement, such as process workers or bottling line attendants, RSI is already a workplace risk that should be monitored. However, its chances of occurring can significantly increase in winter because cold muscles are less flexible and therefore more susceptible to strain from overuse. Low hand or body temperatures also reduce blood circulation, increasing the build-up of toxic by-products in the muscles that further increases the risks for workers.

In this way, ensuring your employees have a warm core temperature and extremities is important. Encouraging them to wear multiple layers, as well as gloves (if safe to do so), will be important, as well as educating them about warming up before a shift or after a break. Rotating employees through tasks, so they are not doing the same thing or exposed to the cold for too long is also a good way to minimise repetitive strain issues.

Vehicle-related accidents

According to the Australian Institute of Health and Welfare, there were 62,737 hospitalisations and 1,332 deaths as a result of transport accidents in 2019-2020. Decreased visibility due to fog, rain and darkness (as days are shorter employees may find themselves beginning or ending work in the dark) will all contribute to a more dangerous driving environment.

Whether employees are driving tractors, cars or forklifts, employers should alert them about the increased risks in winter. This can be done through specific vehicle safety training or toolbox talks, which address the change in conditions employees should be aware of in winter.

Covid-19, colds and flu

Infectious illness is a significant burden on businesses and, particularly with Covid-19 still very much a presence within the community, this risk increases along with the winter season. Employers can help reduce the risk of viral infections amongst their workforce by encouraging their workforce to receive their vaccinations, or providing them with flu vaccinations on-site.

Having a Covid-safe plan in place that is updated according to your state’s mandates, and communicating requirements effectively to employees, will also help to mitigate risks.

Mental health issues

Workplace safety in winter isn’t just about physical health. Mental health has also become a serious OHS issue, with Australian businesses losing $14.81 billion each year to psychological health issues. Manufacturing has one of the highest rates of poor mental health, with one in five manufacturing employees saying they experience issues such as anxiety, depression and low moods due to organisational stressors, including lack of control, high demands and low job security.

Unfortunately, issues such as depression and anxiety can increase during winter months. Also known as Seasonal Affective Disorder, 35% of people say they feel more down in winter compared to the other seasons, as well as experienced reduced motivation at work and less connection with their colleagues.

Employers that want to protect their employees and business from mental health issues should consider adopting a preventative, if not proactive, approach to mental health, and ensure there are the correct systems, policies, procedures and capabilities in place. By proactively investing in the mental health of the workforce, businesses can build resilience capabilities across the organisation, improve retention and increase productivity outcomes.

If you require assistance in ensuring the safety of your workforce, contact Acclaimed Workforce today for an initial workplace assessment, toolbox talks and expert employee safety inductions and training.

Experiencing a labour shortage? Our training program could help

Sun, 24 Jul 2022 23:08:19 GMT

The current Australian labour market is a relentless place for employers looking for staff, and has gone far beyond the skills gap, spiralling instead into an all-out labour shortage. So much so, that recent ABS data revealed a record 480,100 job vacancies in May 2022 – more than double the number at the start of the coronavirus pandemic. This is only being exacerbated by an unemployment rate that is at a 48-year low, meaning there is now nearly the same number of people looking for work as there are jobs: with 1.1 unemployed people for every job vacancy.

The word “unprecedented” has been used frequently within the last two years, but it seems like the only appropriate phrase to describe the current worker shortage being felt by every business across Australia.

At the same time, there’s a population of school-leavers, TAFE students and other individuals, who have been unable to gain hands-on work experience during this time, Acclaimed Workforce’s National Manager Ed Milne explains.

“We’re seeing a whole group of people who have finished school or vocational study who haven’t been able to enter the workforce to gain practical experience – either due to lack of confidence or because entire industries were forced to close or scale back due to Covid-19 restrictions,” he says.

“These restrictions saw employers trying to support their current workforce while keeping their business afloat, as opposed to creating new job opportunities and hiring staff. As a result, training dried up for those who were looking for pathways into work.”

To counter this situation, Acclaimed Workforce has developed training and upskilling services that address and overcome the challenges for both employers seeking staff, and individuals needing on-the-job experience.

How this program works

“Typically, when looking for new staff, employers will hire candidates based on their previous industry experience,” Ed says. “But as a result of the pandemic, people who are available and ready to work haven’t been able to access even one or two years of experience. As such, employers can’t gauge their ability to work, call referees or assess their capabilities in working in production environments or with machinery.”

“In this way, our On-Hired Work Placement Program gives both employees and employers a chance to benefit during a time when labour itself is so scarce.”

Working closely with employers, Acclaimed Workforce creates a 6–8-week training program tailored to each business, its required skills and workplace environment. This involves participants cycling through the business’s work stations for the duration of the training program, so both the employer and the individual get a feel for which they have a particular interest in and affinity for.

“It’s a program that we customise completely for employers”, says Renee Ramsay, Acclaimed Workforce’s Victorian State Manager. “Whether it’s a business in the warehouse sector that requires receiving and dispatch staff, or an electrical manufacturer that needs electrical fitters, each participant receives training in the different aspects of the job.”

Coordinated by the Acclaimed Workforce team

“Given the on-hired nature of this program, Acclaimed Workforce takes on the responsibility of onboarding participants, managing their performance, and completing all associated employment paperwork, such as time and attendance, and payroll.

Furthermore, Acclaimed takes on the responsibilities of supporting and educating participants through the job application process itself, as well as workplace practices that may otherwise be foreign to those without practical experience. This includes providing training in skills such as interview etiquette, writing resumes, how to communicate appropriately on site and time-management skills. All of this gives individuals the support they need to work confidently and independently within the workforce – both in the On-Hired Workplace Training Program and in their future career.

Benefits for employers

Acclaimed Workforce is currently running this program for several warehousing and manufacturing employers in Melbourne, however it is available to businesses across the state, as well as South Australia, Queensland and New South Wales.

One electrical manufacturing company engaged in the program has seen a 100 percent success rate, Renee says, with all six of the program participants passing their training. Adding to this, they are all continuing to work with this manufacturer and have also gone to enrol in relevant vocational certificates to continue their education in this sector.

"Involvement in this program has allowed the business to fill its shifts and have additional staff on hand if someone is unable to work due to illness,” she says. “In the space of just six weeks, they've been able to keep these workers on their books - workers who have the skills they were looking for months ago, but were unable to find prior to joining our program.”

Additionally, investment in training and progression opportunities such as Acclaimed’s On-Hired Work Placement Program, have been shown to significantly improve employee retention rates, while also being a big draw card for job seekers.

According to attrition research, a key factor seeing people resign from their current role is lack of learning and development opportunities. Employees are wanting to gain new skills, challenge themselves and be increasingly engaged with the work they perform. This craving for a path forward seems especially strong among young workers, with 38 percent of Gen-Z employees looking for jobs with greater training and development.

Benefits for job seekers

“Do you remember your first ever day at a job site?”, Ed asks. “Chances are you felt nervous, uncertain and a little bit lost. Now imagine that you’ve spent the last years of your schooling or vocational study - probably the most formative when it comes to building the soft skills you need to enter the workforce - isolating at home,” he says. “There’s so much less opportunity to practice essential skills, such as effective communication and time-management.”

“This program gives people who can’t demonstrate work history and practical experience in a similar job function an opportunity to gain these skills and, following this, be offered a job. We’re talking about individuals who have great potential, passion and aptitude, and can be fantastic employees, but until we started a program like this, no one was able to see it.”

The program acts as a steppingstone for individuals to make of it what they wish: they can complete their paid program placement, gain skills and then move on. Or continue to stay working with the business and go on to advance their skills, either solely through practical experience or by enrolling in additional education pathways.

Why participate in this program?

Given the on-hired nature of this program, Acclaimed Workforce takes on all the associated responsibilities of being an employer, including recruitment, onboarding, payment, providing feedback and performance management. Each week, a consultant touches base with participants and the employer to assess how individuals are transitioning through the program. When managed by employment professionals, businesses face less employment risk.

Furthermore, training is tailored to suit individuals’ needs and abilities, as learning styles vary from person to person. This takes a significant amount of pressure off employers, passing the duty onto Acclaimed.

“We have a stringent compliance process that ensure everything is done correctly,” says Ed. “We ensure each participant is both physically and mentally capable of performing the duties of the role, which reduces OHS risks while also ensuring they don’t face any unconscious bias or discrimination during the recruitment process.”

“This is a program that’s completely tailored, consistently tested and improved upon, because we’re committed to getting the best outcome for everyone: enough staff that are engaged and learning so employers can fill shifts, and a place where individuals feel they can enter into the workforce in a supported, safe way.”

To learn more about Acclaimed’s on-hired training program, visit our website , or contact us today for more information.

Keeping the farming workforce safe from intangible risks

Fri, 22 Jul 2022 04:43:48 GMT

As an agricultural employer, there are numerous intangible risks and hazards associated with the farming environment; fatigue, complacency, labour shortages, wellbeing, and the blurred line between the home and work environment, to name a few. These, combined with many other issues, make Australian farms one of the most dangerous work environments.

From July 18-24, National Farm Safety Week is promoting the theme “Recipe for Averting Disaster”, to draw attention to these lesser acknowledged risks that can have devastating effects on farming employers, employees, businesses and communities.

Here, we look at some of the most recent facts and figures around these hazards – and unpack some of the increasingly emerging risks as a result of economic, environmental and labour market pressures.

The current state of the farming industry

According to the Farmsafe 2022 report released in July, 46 farmers lost their lives in Australia in 2021, and 128 non-fatal injuries occurred. Though this is the first time the annual fatality statistics have been under 50 in over a decade, more needs to be done to decrease these numbers even further.

Here’s a snapshot of the data:

87% of farming fatalities were male
58.7% were over the age of 45
The most common agents of fatality were tractors (22%) and quad bikes (20%)
The most common agents of injuries were quad bikes (44%) and tractors (11%)
The average cost of fatality on farm in 2019 was $1.95M

Interestingly, in a survey of Australia’s farming workforce, the top three farm safety issues respondents believed urgently needed to be addressed weren't directly related to farm machinery or equipment-related injuries and deaths. Though these were still rated as important, they came in well below:

Lack of commitment to, or understanding of, formal on-farm safety training and induction obligations and requirements.
Physical and psychological wellbeing on farms.
Lack of understanding of the benefits and positive impacts of adopting farm safety measures and practices.

This shows a growing understanding of the importance in changing attitudes and prioritising professional safety training when it comes to reducing workplace deaths and injuries on Australian farms.

Labour shortages

Farmers nationwide are struggling to fill essential positions as labour shortages continue in the wake of restrictions and hesitancy to travel following the pandemic. The circumstances are forcing many farmers to make difficult decisions to either reduce operations, or continue while understaffed, potentially exposing themselves and employees to dangerous situations as a result of overwork and fatigue.

In this way, it may be beneficial for farming employers to consider implementing fatigue management systems to ensure workers are not engaging in potentially dangerous behaviours, such as handling machinery when fatigued, or not leaving enough time between shifts. It will be important to create psychologically safe environments where farm workers feel able to communicate with their manager or team leader if they are struggling with tiredness. It should be commonly understood amongst staff that there are no issues with coming forward and finding a solution that works for everybody.

During these times when labour is scarce, Chairperson at Farmsafe Australia, Felicity Richards, says farms should regularly implement safety workshops and toolbox talks to ensure that any hazards and risks can be minimised.

“Farmers need to put the safety of themselves and their employees as the core to their business,” she said in a statement. “We need to ensure that people feel comfortable to have open conversations and raise safety concerns if they arise. By conducting weekly or bi-weekly safety meetings, you can ensure that all machinery and operations are running effectively, and that there are no hazards that a worker has identified.”

Phycological pressures and mental health

With Australian agriculture and farming so closely tied to an environment that has been battered by drought, bushfires and floods, it’s easy to see why mental ill-health, depression and anxiety are becoming so prevalent amongst the farming community.

Sadly, farmers die of suicide at twice the rate of other employed people, and are half as likely to have seen a GP or mental health professional in the last six months compared to their non-farming rural counterparts. Though there appears to be an increased awareness of mental health within the farming community, this is an area that still needs much attention.

Partnering with organisations that offer mental health workforce training and toolbox talks, as well as investing in localised programs will be a useful way to provide simple, practical and effective tips that can help the farming workforce build resilience and improve wellbeing.

Building a safer farming culture

Despite the statistics and the obvious risks involved in working with heavy machinery, livestock and the often-changeable Australian environment, there is still very much an attitude that death or serious accidents “won’t happen to me”. This need to change attitudes and culture around safety was addressed in a WorkSafe campaign last year , which targeted this common industry mindset and encouraged farmers to put safety on the top of their to-do lists.

Creating culture begins in the infancy of an individual’s employ, which is where they first learn and engage with a company’s values and priorities. In this way, tailored on-farm inductions when new employees, on-hired workers and even farm visitors arrive on site will be important in emphasising safety as a crucial part of your workplace culture.

Beyond the first interaction however, inductions and training are also necessary throughout the entire employee lifecycle; when there is a new piece of machinery, new vehicle, change in processes or even a change in climate (e.g. extreme heat or cold weather) that may affect the health and safety of the farming workforce.

These inductions and training sessions should be recorded and documented, as they are demonstrated evidence that you take workplace health and safety seriously, if there is ever an incident or investigation on your farm.

If you require assistance with Workplace Safety Management, Acclaimed Workforce can provide agricultural employers with Toolbox Talks, Induction and Training, Injury Management and Return to Work. Click here to find out more.

Company fined $150K for poor management of sexual harassment claim

Wed, 29 Jun 2022 23:05:40 GMT

Suburban beauty salon, Man Oh Man, has been penalised $150,000 for failing their positive duty to provide appropriate sexual harassment training and properly managing a sexual harassment claim. This VCAT judgement coincides with the current public spotlight on sexual harassment within the workplace, recent changes to the Fair Work Act (FWA) and predicted employment law changes.

In Oliver v Bassari (2022) VCAT 329 , a co-worker sexually harassed his colleague while working at the employer’s beauty salon. The conduct included numerous inappropriate actions, such as:

making suggestive comments, jokes and sexual noises
making comments about the applicant’s breasts
enquiring about the applicant’s sex life
slapping the applicant’s bottom
attempting to embrace the applicant

This culminated into a sexual assault when the co-worker shoved his face between the victim’s breasts, moving is head from left to right.

Prior to this assault, the employee had complained to her manager about her co-workers conduct on two separate occasions, describing the incidents in detail. Despite this, no real action was taken to prevent further sexualised conduct after the complaints were made.

What was the finding?

This claim was brought under the Equal Employment Opportunity (Vic) before VCAT, who needed to determine whether the employer was legally responsible, a.k.a. vicarious liability, for the co-worker’s actions because of the failure to:

investigate the complaints,
issue warnings and imposed disciplinary measures against the co-worker,
provide training on sexual harassment,
ensure staff accessed, read and understood the company’s sexual harassment policy, and monitor compliance with the policy.

VCAT found that the company did not provide any specific sexual harassment training beyond a simple handbook available online, that they had failed to investigate CCTV footage that would have shown the harassment, and that they did not take any real corrective action until the sexual assault took place.

Consequently, VCAT held the employer responsible and penalised Man Oh Man $150,000.

Changes to employment law

In March 2020, the Australian Human Rights Commission published its Respect@Work Report, making 55 recommendations to prevent and address sexual harassment in the workplace. As a result of this, the government adopted six of the 55 recommendations of the Respect@Work report In September 2021 by introducing the Sex Discrimination and Fair Work (Respect at Work) Amendment Act 2021.

Unfortunately, these changes were not focused on promoting a culture of prevention, but brought an expansion of reactive protections, which clarified and extended the definition and scope of sexual harassment.

However, the Attorney-General’s Department published a consultation paper in February 2022 on further recommendations. One of the most important recommendations put forward was amending the Sex Discrimination Act to introduce a positive duty on employers to take reasonable and proportionate measures to eliminate sex discrimination, sexual harassment and victimisation as far as possible.

Introducing this positive duty would create consistency between the SDA and the positive duty that already exists under Work Health & Safety laws to eliminate or minimise risks to health and safety in the workplace.

Important lessons for businesses

This case demonstrates that, besides this being absolutely improper behaviour in the workplace, it is unacceptable for an organisation to have a laissez-fair approach to sexual harassment.

According to the national survey on sexual harassment in the workplace by the Australian Human Rights Commission, 39 percent of women and 26 percent of men have experienced sexual harassment at work between 2013 – 2018.

It is the employer’s responsibility to provide a work environment that is safe and without risk to the health of their employees, so far as is reasonably practicable. As shown in this case, employers will be held legally responsible for acts of discrimination or sexual harassment by their employees if they occur in the workplace or in connection with a person's employment.

Consequently, every business should ensure that they have current policies and a complaints procedure, which need to be reviewed periodically. They should also ensure that they provide their employees with adequate training on sexual harassment and understand the business’ policies surrounding such conduct. Any complaints made should be treated seriously and handled in accordance with the complaints procedure.

An employer that complies with all of the above is more likely to be able to demonstrate that they have fulfilled their positive duty to provide a safe workplace and have taken all reasonable steps to prevent sexual harassment at work.

This case was an example of a small business incurring a significant cost of $150k for not fulfilling its obligations with regards to sexual harassment. Employers who are not proactive in this area risk serious financial consequences and reputational risk to their business.

Support for your business

Our Workplace Relations consultants can provide your organisation with current training on a broad range of workplace behaviour matters, including

sexual harassment
Bullying and harassment
Annual refresher training for staff
Annual refresher training for supervisors and managers

We also provide fit-for-purpose polices that support this training, protecting your staff as well as your business.

For more information, contact Bayside Group’s Workplace Relations team today.

2022 data: the year in jobs so far

Thu, 23 Jun 2022 05:20:57 GMT

Though only six months in, 2022 has already proved to be an eventful year: Australia has settled into “the new normal”, with many organisations embracing the hybrid model of work, unemployment is at an all-time low, employee attraction and retention is at the forefront of employers’ minds and a new government has been elected.

As the first half of the 2022 draws to a close, we provide an overview of some of the most recently available employment and workforce data for the year thus far.

Q&A with Renee Ramsay: Acclaimed Workforce’s Victorian Manager

Fri, 17 Jun 2022 05:22:41 GMT

We talk to Acclaimed Workforce’s Victorian Manager Renee Ramsay about her progression throughout her 12 years with the company, and the challenges facing semi-skilled and trades employers in the current market and what they can do to address them.

Renee, tell us a bit about your professional background and how you became Acclaimed Workforce's Victorian Manager?

It’s funny how people say you fall into your career, because in hindsight that’s exactly what happened to me!

I worked as a casual at the University of Melbourne while I was finishing my Diploma of Human Resources, before moving to a small blue collar recruitment firm. There I worked in administration, supporting the payroll function and rostering.

One day, I was driving past the Baytech office (now Acclaimed Workforce) in Laverton and was curious as to what the business did. I researched them and it sounded like a great place to work. The next week as I drove past, I turned to my mother who I was with at the time and said: “I’m going to work there one day”.

Sure enough, a few weeks later they were looking for Recruitment Resourcers, and the rest, they say, is history!

What was that progression like for you, from a Resourcer to your current role as State Manager?

I really didn’t understand just how many opportunities there would be to progress my career within the recruitment industry.

I started at Baytech in that junior role, assisting in an administrative capacity, and then worked my way into a Recruitment Consultant role within the first 18 months. From there, I moved to an on-site consulting role with one of our larger clients, managing their recruitment function four days a week, then took on an Account Management role before becoming a team leader. At each stage, I was offered so many opportunities that allowed me to develop my skills, form networks and build on my previous experience.

After Baytech transitioned to Acclaimed Workforce, I was promoted into the Victorian State Manager. In short, I wasn’t expecting to be in this type of operational senior role, yet I really enjoy it and I’m proud of

how far I’ve come.

What are some of the biggest challenges employers within the manufacturing, warehousing and trades sectors are currently facing?

At the moment, it’s incredibly difficult for employers to find enough staff in these areas, particularly in managing scaling demand. In my 12 years working in recruitment, I’ve never seen a more challenging employment market.

Employers are having to work hard to identify what’s motivating people to apply for and accept jobs, and pitch their roles to candidates accordingly. It’s particularly difficult for SMEs, who may not be able to compete with bigger organisations when it comes to offering competitive salaries or sign-on bonuses.

Adding to this, the semi-skilled and trades workforce were hit exceptionally hard by the pandemic, with people losing their jobs, having hours cut, or a reduction in wages. As a result, many people have started their own business or got another job on the side. Employers are now having to entice them back to a more formal working arrangement.

So what can employers in these areas do to build their workforce in the current climate?

It will be particularly important for employers to focus their efforts on retention moving forward. Finding out what will motivate their current employees to stay – whether that be professional development, upskilling, promotions, more flexibility – and then offering that to them, will be crucial.

More than ever, employees are wanting career progression, so it’s a good idea for employers to look at their employees’ career paths seriously. By investing in their employees’ professional development and discussing their options, employees will feel valued and like they don’t need to move out of an organisation to grow.

I think it will also be important to keep an open mind about potential candidates’ experience and manage their expectations. For example, a candidate who has just finished their certificate might not have any professional employment experience, but they will likely be eager to learn and prove themselves. By hiring them and investing in their training and upskilling, you’re not only growing your workforce, but also building loyalty.

What are some of the benefits employers stand to gain working with a recruitment company like Acclaimed Workforce?

In this kind of market, using a professional agency’s knowledge, insights and networks is what will separate employers who can source staff from those who can’t. It’s been a tough ride the last two-three years for the semi-skilled and trades sectors, and the consultants at Acclaimed have seen every part of the employment lifecycle throughout this time.

We know how often employees are moving, where they’re moving, what they want in a job and from an organisation. We speak with employees every single day and hear about their experiences first-hand.

This is what makes us industry experts, and it’s this kind of information we leverage to source and hire staff for our clients. We provide guidance on salaries, incentives, motivators and anything else that helps advantageously position our client in the current market, which is ultimately what gives them a competitive edge.

What do you enjoy most about working in your role and with Acclaimed Workforce?

This is a tough question, because there’s so much! I really love the company culture and working with a team of like-minded people. And as for the role itself, I love the diversity of the job, the people I have the privilege of meeting and working with every day, and the opportunity to progress. I’ve done so many different things within this organisation, and if I ever want to try recruiting for one of our other specialisations, I would have that opportunity. There’s so many open doors working at Acclaimed Workforce.

How Australia’s wine industry can adapt to climate change

Thu, 02 Jun 2022 22:43:34 GMT

Speak to anyone working within the wine industry, and they will tell you that climate change is far from being a future issue: it’s happening now, and its effects are being felt across Australia’s vineyards.

Hotter average temperatures, longer summers, more frequent bushfires and changes to rainfall intensity and seasonality are having a significant impact on the wine industry, and these trends are only expected to continue.

Rapid and ongoing climate change has the potential to affect all aspects of the wine industry, including vineyard performance, pest and disease incidence, wine quality and market competitiveness. To mark World Environment Day on June 5, we look at the impact of the climate crisis on Australia’s wine industry, and systems wine producers and grape growers are putting in place to manage and minimise its effects.

Hotter, drier conditions

According to climate scientists , temperatures across all wine regions of Australia are estimated to increase by approximately 3℃ by 2100, and it’s predicted there will be less frost and more intense heatwaves in many areas. While 3℃ might not sound like a lot, to give perspective, this has the potential to transform Tasmania’s cold southern climate into one resembling that of the Coonawarra region of South Australia – a hotter and drier region where very different wines are produced.

Sustainability Manager at Pinnacle drinks, Laura Herrero Chorques, confirms that the rising temperatures and longer periods of heat are the biggest issues currently impacting the country’s wine producers.

“The biggest concern for wine producers is the change in temperature,” she says. “Grapes are very sensitive to the climate and even the slightest change in temperature can have a big impact on the quality of wine and the variety of grapes you’re successfully able to grow.”

Laura also says she has seen vintage, the time when grapes are typically picked, get shorter, compressing the timeframe in which grapes can be harvested.

"A shorter vintage has other significant flow on effects for wine producers,” she explains. “You need to have more staff on at any one time to pick grapes, and it can be difficult to find enough pickers in regions that are heavily populated by wineries.”

“Producers also need to have enough equipment to handle the capacity of grapes that need to be fermented at the same time. Wineries will need to think of strategies to address this, because when the grapes are ready to be picked, there’s no other choice but to pick them.”

Ways of adapting

Many wineries are already adopting new management strategies and viticulture techniques that are helping them to reduce the impacts of the changing climate. Some of these include vineyard floor management practices aimed at retaining soil moisture, modifying canopy practices, reducing waste, and increasing irrigation efficiency and methods. Advances in agricultural technology and research are making a significant contribution to helping grape growers make more informed decisions when it comes to these practices.

Another area that is making significant headway in Australia’s wine industry is regenerative agriculture. Third generation farmer and Managing Director at Leask Agri, Richard Leask, explains regenerative agriculture as increasing soil health and microbiome through the planting of various vegetative species in vineyards. In what he describes could “be a game changer for Australian viticulture”, this would allow vineyards to fully enhance the capabilities of the land that might have previously only served as tractor access.

Changing grapes

The French varieties of grapes still form the core of the Australian Wine Industry, with Shiraz, Chardonnay and Cabernet Sauvignon making up 60 percent of the 2021 crush. Unfortunately, these are cool-climate varieties that don’t tolerate heat and drought well.

This has led many to suggest winemakers and producers plant grapes indigenous to warmer climates, such as Fiano, Vermentino, Sangiovese and Montepulciano, which thrive in warmer temperatures. However, while Laura says this works in principle, in practice it would be incredibly laborious for winemakers.

“Different styles of grapes would certainly make wine production easier in the long-term,” she says. “But it could take years for a winery to rip out old vines, plant new ones and wait for them to produce enough yield to sustain their business.”

And even once completed, there’s no guarantee that Australian and international wine drinkers will seek out and purchase these lesser-known varieties, which would ultimately impact local sales and exports.

Mitigating, not just minimising

While adapting to climate change is necessary, many Australian producers are taking this one step further and actively trying to reverse the damage through sustainability initiatives. Endeavour Group, of which Pinnacle Drinks is a part, has developed a sustainability framework it hopes will see it powered by 100 percent renewable energy by 2030, and have net zero emissions by 2050.

This sentiment to mitigate climate change and preserve the environment is present across Pinnacle Drinks’ sites, Laura says.

“We already have certification in Australian environmental standards and are committed to gaining certification from Sustainable Winegrowing Australia , which supports the collective effort to mitigate climate change.”

If you’re looking for staff or a job, partner with a recruitment company that understands the wine industry and contact Acclaimed Workforce today .

Updates from the Australian wine industry

Fri, 27 May 2022 02:21:04 GMT

It’s been a big month for Australian winemakers and employers, with news of expansions, exports, awards and challenges making headlines. As Australia’s leading recruitment and workforce management partners to the wine industry, Acclaimed Workforce keeps its finger on the pulse. Here, we wrap up some of the biggest news to come out of Australia’s wine regions this month.

Penfolds to produce wine in China

In order to bypass the crippling tariffs, iconic South Australian wine brand Penfolds has announced plans to produce wine in China.

Penfolds’ parent company Treasury Wine Estates (TWE) will release its first “made in China” vintage late this year, after tariffs ranging from 107 to 200 percent were imposed on all Australian wine imports in November 2021.

The group’s first trial wine, which will be distributed to local customers, will be made from grapes sourced in the Ningxia region and will be a range of red blends priced at the lower end of luxury wine.

“China is an emerging fine winemaking region and we’re confident we can produce a premium Chinese Penfolds that maintains the distinctive Penfolds house style and uncompromising quality”, TWE chief executive Tim Ford told The Australian.

“As a leading global wine producer, we have a responsibility to help build the wine category and industry in our different markets.”

Treasury Wine Estates unveils its new $165 million facility

In more news for TWE, the winemaker has unveiled its new $165 million wine production facility in the Barossa, which is now the largest premium winemaking site in the Southern Hemisphere.

With the capacity to produce more than 100 million litres of wine every year, the new site includes an additional production line, processing infrastructure and additional barrel storage facilities. This move is expected to increase TWE’s winemaking capacity by one-third, drive production efficiencies, and expands TWE’s storage capacity.

The state-of-the-art facility is set up to align with TWE’s commitment to net zero. Solar panels will be installed to offset 22 percent of the site’s energy consumption from the grid, and a purpose-built 254 megalitre dam has been built to store treated water waste in winter and irrigate vineyards in summer.

Decreasing Australian wine exports

According to Wine Australia’s latest Export Report released this month, Australian wine exports decreased by 26 percent in value to $2.05 billion in the year ending March 2022. The year-on-year figures continue to reflect the impact of high tariffs on bottled Australian wine imported to mainland China and the challenging global market conditions.

While exports decreased by 13 percent in volume to 628 million litres, the average value increased by 11 percent to $3.26 per litre. The top seven contributors to this growth were Singapore, Hong Kong, Thailand, South Korea, India, Japan and Taiwan, indicating that market intensification and diversification are having an impact.

Australian grenache named world’s best for the first time

Australia was awarded an impressive 54 Gold Medals in this year’s International Wine Challenge, coming only second to France. But, in what’s considered the world’s most impartial and rigorously judged wine competition, one Australian wine stood out.

For the first time in the competition’s 39-year-history, an Australian grenache from South Australian producer, Pinnacle Drinks, won the trophy for best international grenache. ‘The Ethereal One Fleurieu Grenache 2020’ was crafted using grapes grown in South Australia’s Fleurieu Peninsula, which is known for producing exceptional grenache due to the region’s warm climate and old vines.

Globally, Grenache is one of the most widely planted red grape varieties, but is only recently experiencing a resurgence of popularity in Australia as winemakers switch their focus towards lighter styles which are becoming increasingly sought-after worldwide.

[yellow tail] recognised as world’s most powerful wine brand

For the fifth consecutive year, Casella Family Brands’ Riverina wine [yellow tail] has added to its global reputation after being named the World's Most Powerful Wine Brand of the year.

The Wine Intelligence Global Wine Brand Power Index is curated with feedback from over 25,000 wine consumers in 25 markets, representing over 400 million wine drinkers globally. Calculated on a global scale, the index takes three key measurements into account; brand awareness, recalled purchase and brand connections.

Casella to sell off 35 vineyards

The big news for Casella Family Brands continues, with the wine producer embarking on one of Australia’s biggest vineyard sell-offs in history. The company, which owns the above mentioned [yellow tail], Peter Lehmann Wines and Morris of Rutherglen, plans to offload 7258 hectares of land, equating to 35 properties across South Australia and NSW.

The decision by the family-owned company comes after a strategic review of the business, which resulted in a decision to divert funds into brand-building rather than being vineyard owners.

If you’re looking for wine industry talent, or for a job within the wine industry, partner with specialists in the industry and contact Acclaimed Workforce today .

HR’s influence in shaping the new future of work

Thu, 19 May 2022 23:10:19 GMT

Though the nature of the Human Resources has been evolving for years, the core of its function has remained the same: people. This May 20 marks International HR Day, a day that recognises the dedicated HR professionals who support employees and make organisations better.

To celebrate the occasion, Acclaimed Workforce invited some of our clients’ Senior HR Leaders – from regional Australia to the cities – to provide insights and experiences from their time working in human resources. We talk to GSK HR Site Leader Michelle Strong, De Bortoli Wines HR Manager Paul Foley and Chief HR Officer at NHP, Mark Skerritt.

We also gain their perspective on this year’s theme: “Shaping the new future”, a concept that explores how HR has the ability to lead a world of work that will be more inclusive, flexible and participative, benefiting both workers and society.

Michelle Strong - HR Site Lead, GSK

After completing a Bachelor of Behavioural Science, Michelle concluded that a career in Human Resources would be a natural fit. Fast forward some 20 years, and Michelle has worked as a senior HR leader across several high-profile companies, and has diverse experience across industrial and employee relations, culture and engagement, change management, talent management, inclusion and diversity, and communication. Acclaimed Workforce has worked in partnership with GSK for 18 years.

Q: Engaging employees and ensuring they have a sense of purpose seems to be a very important part of a company’s strategy when it comes to attracting and retaining staff currently. In the last 18 months, you’ve helped GSK increase engagement by 15 percent. What were some of the biggest initiatives you implemented that helped you achieve this result?

A: From my perspective, engagement and culture are always fundamental. They’re not something you think about when it’s time for a survey, and they’re not about free pizza or gym memberships. I believe that ultimately, the foundation of engagement is strong communication between leaders at every level, and their people. It's about making time for genuine connection, listening to what matters to employees and taking action on this. Leaders should consult with employees in a transparent and meaningful way, and ask what they can do to support their career goals. These are the type of conversations that were crucial to what we were doing at GSK. Some of the things we tried didn’t work, so we listened and tried something else.

Helping employees feel like their work has purpose is also very important. As a team we emphasised that they have made a significant impact on patient’s lives by providing medically essential medicine.

Q: When it comes to improving organisational diversity and inclusion, where do you think organisations should start? And what are some of the most impactful changes they can make?

A: This will vary depending on the organisation's starting point, but the first step will always be education: asking yourself what diversity means in your workplace, what does it mean to your employees and how would they feel included. Then you need to identify and meaningfully address any gaps. At GSK, we also make a point of having discussions around current global issues that may be emotionally affecting our workforce, such as the #MeToo Movement and Black Lives Matter.

You need to make sure employees feel seen and safe to be their authentic selves. But bear in mind, if they don’t, they’ll be unlikely to tell you as much. By looking at turnover data, you’ll be able to see trends in demographics of who’s leaving – this will also tell you how you’re tracking from a diversity and inclusion perspective. But don’t forget to talk to your people and ensure they feel safe to share their perspectives!

Finally, succession planning is key. When you look at the leaders in your organisation, does everyone have the same characteristics? If so, then there needs to be a big focus on developing employees equally, and prioritising opportunities for those who are less represented.

Q: The theme of this year’s International HR Day is “shaping the future”. How do you think human resources has the potential to shape the future of work?

A: I honestly think HR has already been doing this for the last two years, which is why this theme really resonates with me. We now really have a place at the table, because businesses have grown to understand the significant value of the HR function: we can ensure employees thrive, contribute and grow in a way that benefits and enhances businesses - and I’m not sure that was fully understood before the pandemic.

HR teams have a good understanding of what the future of work could look like, and what employees will want and need. In this way, we can create an environment that really motivates and inspires them to make a meaningful contribution to their employer, while also thriving personally. Moving forward, we need to be a crucial part of developing organisational strategy, so that individuals’ needs are accommodated in the best possible way. Businesses that keep their people at the heart of their decisions will have great opportunities moving forward.

Paul Foley – Human Resources Manager, De Bortoli Wines

For 18 years, Paul has worked as the Human Resources Manager at De Bortoli Wines, one of Australia’s most recognisable wine producers. Prior to this, he worked in organisational development and L&D roles, making him passionate about coaching and mentoring, change management and strategic planning. Acclaimed Workforce is now the sole labour hire provider for De Bortoli, which is a long-term, valued partnership.

Q: You’ve been working as the HR Manager at De Bortoli Wines for over 18 years. How have you seen the role of HR change throughout your time in the industry?

A: I think the world of work has evolved at a rapid pace, and HR has certainly had to be willing to adapt. HR teams have needed to move quickly to understand the implications of workplace changes and become more agile in supporting employees throughout that change management process.

The whole definition of work - where that’s undertaken and how it's undertaken - is so different in 2022 compared with 18 years ago. Up until 2020, we thought we were good at change management, but the pandemic stretched us and everyone else. As a result, HR has had to learn to be far more adaptable than I ever imagined, and I think we’re going to see that continue from now on – it's the “new normal”, as they say. In the past, we’ve been able to be much more strategic, but now I feel like we need to be much more responsive and reactive. We're still in very challenging times and, much like many other industries, the wine industry is facing pressures on both a domestic and international level.

Q: Something a lot of employers are struggling with in the current market is attracting candidates and retaining employees. From an HR perspective, what are some actions employers can take to help them address this?

A: Employment used to be much more one-dimensional and transactional. Now people have expectations from their employer that there will be an opportunity to progress their career. They want to know where they’ll be in 12-18 months' time. As a result, organisations need to provide employees with a framework for career progression and development.

But it’s not about offering just one incentive. In this kind of competitive employment market, you need to be doing multiple things to attract and retain employees. Everyone has different career goals, expectations and lifestyles, so different incentives will entice them. We implement lots of things at De Bortoli, such as creating a great culture, holding regular feedback session with employees, staff rewards, offering flexibility in where and when employees work. You also can’t ignore the fact that salary will be a factor in people’s decision-making process in the current economic climate, but most prospective employees will also likely need other incentives or reasons to join your business.

Q: The theme of this year’s International HR Day is “shaping the future”. How do you think human resources has the potential to shape the future of work?

A: HR is one of those functions that’s geared to align itself to what's going on in the world – structurally, economically and socially. HR teams are faced with being the conduit and the change agents that bridge the gap between the changing world and the workplace.

In this way, I expect HR to continue educating and upskilling internal stakeholders, so new processes and flexible systems can be developed that allow for the incoming workforce to thrive. HR will be responsible for taking stakeholders on this dynamic journey of change and providing support, systems and processes that will ultimately benefit the company and, at the same time, benefit its most important resource, its people.

Mark Skerritt - Chief Human Resources Officer, NHP

After falling into HR by accident, Mark has since gone on to have an impressive 40-year career within the discipline, working predominantly within service and manufacturing companies. He has been responsible for providing HR leadership across Australia and Asia, and strategically directing strong build-ups, major organisational restructures, change programs and closure of operations.

Q: One of the areas where you’ve done extensive work is in implementing change management and organisational transformation. What are some of the biggest challenges you experience when it comes to creating change – whether that be cultural or procedural – within an organisation?

A: The reality is that every change comes with its own set of challenges. So while there’s a basic process, I’ve found there’s no set formula and each project needs to be approached differently.

There are two major things I’ve learnt about change; firstly, you have to keep an open mind and, secondly, communication is key. Correct communication makes even the most change-resistant individuals understand why the transition is important.

Q: How have you seen the act of aligning a Human Resources strategy to a business strategy change over the years?

A: Quite significantly! When I first started working in HR, I felt like it was all about getting paperwork done. Now, I believe we truly have a seat at the table. Me and my team are usually the first port of call when the CEO wants to talk about change or business initiatives. The pandemic particularly shone a light on the HR function, identifying us as a necessity that can add great value to business decisions.

Q: The theme of this year’s International HR Day is “shaping the future”. How do you think human resources has the potential to shape the future of work?

A: I think in order for the Human Resources discipline to truly reach its full potential in shaping the future of work, there needs to be a mindset shift. HR practitioners need to take an individual and personalised approach to every business, rather than being limited to formulaic processes. They need to understand individual business objectives, and work collaboratively with stakeholders to support and achieve these.

At NHP, we like to call our policies, “policy light”, as it allows leaders to take ownership and determine what works best for their team members. They have a framework to guide them, but ultimately it’s important to understand that no two teams – or employees – are the same. In this way, we’re driving a culture of ownership, empowerment and personalisation – not one of policy.

When is a dismissal a dismissal?

Mon, 02 May 2022 01:10:56 GMT

In a significant decision regarding the statutory meaning of "dismissed", the Fair Work Commission (FWC) has ruled on appeal that an employer did not dismiss a worker when it reduced his annual pay by almost 10 percent for disciplinary reasons.

An extended five-member full bench was established by the FWC President to determine this matter when NSW Trains appealed the decision that they had dismissed a shift manager by reducing his salary by $13,870.

The FWC president set out several issues for determination, most importantly:

Does the expression ‘employment . . . has been terminated’ in s386(1)(a) of the Fair Work Act mean that the:

employment relationship has been terminated,
contract of employment has been terminated, or
employment relationship or the contract of employment has been terminated?

2. Where an employer imposes fundamental changes to an employee’s contractual arrangements and the employee continues to work for the employer, can those changes give rise to the termination of one employment relationship and the commencement of a new employment relationship?

Background

The case involved a shift manager, employed for over 30 years by NSW Trains, who was subject to an investigation into alleged misconduct. Based on the outcome of the investigation, NSW Trains took disciplinary action against him by demoting his role to a lower grade and reducing his pay from $141,442 to $127,569.

While the shift manager did not agree with the decision made by NSW Trains, he still remained employed by NSW Trains.

NSW Trains maintained that the FWC misinterpreted that the expression "employment... has been terminated" to mean a termination of the employment relationship , and as a result, failed to consider that this was only intended to apply where a demotion had amounted to a termination of the contract.

In addition, they argued that this was not a dismissal, as a "reduction in position, rank or grade and pay" were among "disciplinary measures that may be taken after an investigation concludes in a finding of fault", according to their enterprise agreement and the Transport Administration Regulation.

Decision

According to s386(1) of the Fair Work Act (FWA), a person has been dismissed if the employment has been terminated on the employer's initiative, or the person has resigned but was forced to do so because of conduct, or a course of conduct, engaged in by their employer.

It continues at s386(2)(c) that a person has not been dismissed when they are demoted, as long as the demotion does not involve a significant reduction in remuneration or duties , and they remain employed with the employer.

The Full Bench in NSW Trains v James [2022] FWCFB 55 found that "s386(1) exclusively defines the circumstances which give rise to a person being 'dismissed' by an employer” and s386(2) does not give rise to a separate category of dismissal.

"It follows that a person who has been demoted in employment, but who remains in the employ of the employer, has only been ‘dismissed’ if the person’s employment has been terminated on the employer’s initiative," they concluded.

The Full Bench agreed that the expression "employment... has been terminated" in s386(1)(a) means termination of the employment relationship and/or employment contract. This is an important change from the 2017 decision in Navitas, where it was found that it applied to the employment relationship.

Consequently, an employee may be terminated if the employer has repudiated the contract by demoting the employee and the employee remained in employment under a new contract, i.e. the employment relationships still exist.

Nevertheless, the appeal by NSW Train was upheld because the Full Bench ruled the employee’s demotion did not constitute dismissal. This was because the applicable enterprise agreement enabled the demotion as part of the available disciplinary measures.

What does this mean for your business?

Employers need to be aware that when an employee continues to work after being demoted, this does not necessarily preclude the employee from bringing an unfair dismissal claim.

The Full Bench made it clear that as a general rule, demoted employees who remain employed after their demotion could access unfair dismissal provisions if:

the employer had repudiated the employee’s contract of employment by demoting the employee in circumstances involving a significant reduction in their remuneration or duties;
the employee had accepted the employer’s repudiation of the contract (as opposed to affirming the original contract), thereby terminating the employment contract; and
the employee had continued to be employed by the employer under a new employment contract.

However, if a contract of employment, industrial instrument or legislation has a provision allowing an employer to demote an employee, demotion will not be a repudiation and hence there is no dismissal.

Consequently, employers commencing disciplinary procedures against an employee should carefully consider the terms of any applicable industrial instruments including enterprise agreements, legislation, regulations and contracts of employment to determine the permitted outcomes of disciplinary action.

If you require assistance regarding understanding your obligations around dismissal, or FWC conciliation, contact our Workplace Relations team today.

Are you doing enough to prevent workplace fatalities and injuries? It’s time to find out

Wed, 27 Apr 2022 00:01:28 GMT

Held on April 28, World Day for Safety and Health at Work provides an opportunity to reflect on how to prevent occupational deaths, injuries, diseases and illnesses.

In 2020 alone, Safe Work recorded 194 work-related fatalities in Australia, and 120,355 serious injury claims. Of these, agriculture, warehousing, construction and manufacturing saw the highest rates of occupational deaths and injuries.

Any workplace fatality is tragic and unacceptable, and will have devastating effects on their loved ones, their colleagues, and an organisation’s reputation. By raising awareness of the importance of health and safety in the workplace, Australian employers can implement an effective and preventative approach to work health and safety and ultimately save lives and reduce injury claims.

This year's World Day for Safety and Health at Work theme is ‘Act together to build a positive safety and health culture’ and encourages workplaces to foster a culture in which everyone contributes to a safe and healthy working environment.

Here, we look at some of the key factors that employers should consider when it comes to safeguarding employees in their workplace.

Creating an OHS culture

Cultivating a culture of health and safety within the workplace is a crucial component of reducing risks and hazards that can result in fatalities and injuries. An organisation with a strong OHS culture is one that places a high level of importance on safety beliefs, values and attitudes—and these are shared by the majority of people within the company or workplace.

In this environment, workers feel comfortable raising concerns about possible OSH risks or hazards, and management is proactive in collaborating with employees to find appropriate, effective and sustainable solutions. This requires open communication and dialogue built on trust and mutual respect.

Encourage and reward participation

Participation of the workforce will be an important step in creating such a culture. Employers can engage those in leadership roles to motivate and inspire others to work towards achieving a particular safety goal or outcome using clear and consistent messaging .

Furthermore, by giving employees a sense of ownership of health and safety procedures and practices, employers can increase overall participation. For example, when developing safety tools such as checklist inspections or safe work method statements, employers can actively seek out employee feedback and suggestions. The greater the sense of ownership, the greater likelihood of compliance. Recognising and rewarding compliance and participation can also help to reinforce its importance to the organisation.

Focus on prevention

Many workplace fatalities and serious injuries are avoidable if correct safety and injury prevention measures are taken. A large component of this is to heighten hazard and risk awareness through the likes of upskilling, re-training, holding regular toolbox talks, and offering Early Intervention Programs which can stop soreness becoming a serious injury. Acclaimed Workforce utilises these methods within its comprehensive Injury Prevention and Safety Management services, while also using Pre-Employment Screening to reduce risks at the point of hire.

Proactive identification and controlling of hazards and risk exposure are required under work health and safety laws, but are also cornerstones of a productive safety culture that takes safety beyond legal compliance.

Agility and adaptability

Australian workplaces are continuously changing and evolving. This is particularly true of the manufacturing and agriculture industries, which are seeing an influx of new technologies and automations. Workplaces also need to contend with global factors that are often out of our control, such as the COVID-19 pandemic, which continues to have a huge impact on workplaces across all industries.

Throughout the pandemic, employers, small business and their workforces needed to adapt their OHS systems and procedures to ensure everyone’s safety. Navigating these ever-changing circumstances has exemplified the importance of remaining agile when it comes to health and safety.

Employers should consider regularly assessing their workplace health and safety systems and practices to ensure they are abiding by current OHS legislation. It will also be important to address the individual requirements of their workplace, such as the introduction of new machinery, or providing specific assistance or training to individuals.

Mental health and psychological safety

When it comes to workplace health and safety, it’s easy to focus on the need to reduce physical risks and hazards. But it is becoming increasingly recognised that mental ill-health is an issue that employers need to incorporate into their health and wellbeing programs. Over the last 12 months, for example, 25.1 percent of men working in trades and industrial roles experienced mental illness, compared to 18 percent of other Australian men. Research suggests that one of the major reasons why these rates are so much higher for these roles is due to the stigma and lack of mental health literacy that permeates these male-dominated industries.

For mental health to become an open, honest conversation in the workplace, employees need to feel “ physiologically safe ”. That is, they feel safe to voice opinions, take risks and ask questions without fear of being criticised or judged.

According to the State of Wellbeing in Construction report, it was found that semi-skilled workers find it difficult to discuss feelings and emotions with colleagues, and the nature of the work has made social support more difficult. Employers and team leaders can work to create more emotionally safe and supportive environments by demonstrating empathy and being transparent about their own mental health struggles. Doing so can help create the kind of environment where it's ok to be vulnerable at work, a without the fear of facing a negative response from colleagues or management.

If you require workplace safety management services, find out more about Acclaimed Workforce’s AS/NZS 4801 certified services here , which can help you reduce the risk of injury and fatalities in your workplace.

The future of manufacturing workforce in an automated era

Tue, 26 Apr 2022 00:04:45 GMT

Technology is having a profound effect on the manufacturing industry, with the integration of artificial intelligence, advanced robotics, automation and analytics redefining the workforce and workplace. And though the manufacturing workforce has been absorbing new technology for more than two centuries, the rate at which these advances are currently being adopted have accelerated beyond shifts of even the recent past.

Machines will be able to carry out more of the tasks done by humans, complement the work that humans do, and even perform some tasks that go beyond what humans can perform.

The scale up of automation across the economy will be disruptive, just as other technology adoptions have been disruptive in the past. But the challenge will be for businesses to embrace this, as it provides an opportunity for them to develop new services and products, boost productivity, create new jobs and add significant value to the economy.

Employers need to plan for the inevitable restructuring brought on by automation and will need to make investments to ensure workers can adapt to a workplace that includes AI.

Reskilling and upskilling workers will become vital

Roles in the manufacturing industry are more likely to be subject to augmentation rather than automation, particularly production managers, engineering production workers and manufacturers. This means that rather than jobs being altogether replaced by automation, employers will need to up-skill and re-skill as technology alters the activities they perform at work and the skills they need. This will include both generalist skills and specialist skills.

According to insights from McKinsey, four types of work activities will see an increase in demand;

working with machines (technology skills)
applying specialised expertise (higher cognitive skills)
interacting with stakeholders (social skills), and
managing, teaching and developing people (emotional skills)

Many manufacturing jobs will rely on machines to collect data and require employees to take specific physical actions based on this information. These workers will need the cognitive skills to identify patterns, detect problems and prescribe courses of action. They will also need collaborative and emotional skills to create more effective teams, maintain productive and social workplaces, and engage with an ever-wider pool of customers.

Interestingly, though it’s easy to think that more machines mean less human interaction, it appears this won’t be the case. It’s predicted that workers will spend 66 percent more time using technology by the year 2030, but they will also spend 43 percent more time in personal interactions that require social and emotional skills, such as leadership, management or teaching. By contrast, however, the amount of time spent performing physical and routine activities will shrink.

Training for new jobs

According to an ACS report , 193,000 manufacturing jobs are at risk of automation over the next 15 years, however an additional 122,000 new jobs could be created within the manufacturing Industry; 55 percent of these would be technical jobs, while 45 percent would be non-technical.

While this number seems significant, it isn’t entirely surprising. For example, a third of the new jobs created in the United States in the past 25 years didn’t exist at the start of that period, and 70 percent of these were linked to technology. Just as it would have been impossible to imagine web developers and social media marketers 50 years ago, it may be hard to envision today the new types of digital specialists that will be required within the manufacturing industry of tomorrow.

While upskilling and retraining will be vital for manufacturing jobs that will alter significantly, providing employees with new types of training and opportunities will be crucial when new roles begin to make themselves available.

If you’re looking to reskill and upskill your workforce, learn more about Acclaimed Workforce’s tailored training and upskilling services here .

Changes to OHS legislation in Victoria: what employers need to know

Thu, 31 Mar 2022 04:27:15 GMT

On 16 March 2022, The Workplace Safety Legislation and Matters Amendment Act 2022 (The Act) became law in Victoria. The Act makes several key amendments to OHS and workers’ compensation legislation that employers need to take into consideration. These changes aim to prevent and better the response to workplace safety incidents, improve outcomes for injured workers and their families, and increase Worksafe's ability to enhance Victoria's workers' compensation scheme operations.

The key impacts The Act will likely have on employers relate to;

The requirement to notify WorkSafe of serious incidents, and
The power of inspectors to issue prohibition notices and issue directions.

Incident notification changes

The Act includes three changes to incident notifications requirements:

1. The incident notification threshold for incidents of the type listed under section 37(2) of the Occupational Health and Safety Act 2004 (OHS Act), where a person is not seriously injured, is changing.

Incidents exposing a person “in the immediate vicinity to an immediate risk”, has been amended to incidents exposing a person “to a serious risk to the person's health or safety emanating from an immediate or imminent exposure to a hazard”. The key difference here is the inclusion of the word “imminent”.

WorkSafe considers 'imminent exposure' to mean a person was or would have been exposed to a serious risk to their health or safety when the incident occurred. For example, a person would have been exposed to the risk even though they may not have been in the vicinity when the incident occurred, because they were there prior to the incident or ordinarily would have been in the vicinity, or were nearby when the incident occurred.

2. The amendments allow regulations to prescribe certain illnesses to be incidents for the purposes of incident notification provisions. Prescribed illnesses could include large-scale, infectious diseases posing a serious health risk, like COVID-19, serious illnesses acquired in workplaces, such as silicosis, and potentially work-related transmissible diseases.

3. Incidents relating to the collapse, overturning, failure or malfunction of, or damage to, plant will become notifiable if that plant is prescribed under regulations. The current provision that prescribed plant can only be used if licenced or registered is now outdated because Victoria no longer has a plant licensing regime.

What this means for employers

Employers will be required to notify WorkSafe of any incidents falling under the revised categories and which are prescribed in the proposed regulations that are currently under development.

Prohibition notice changes

These amendments allowgive WorkSafe inspectors the ability to issue prohibition notices and directions in circumstances where the risk to health or safety is not classified as “immediate”, however is imminent and still serious.

Previously, the immediacy requirements in the OHS Act limited WorkSafe's ability to address risks that did not have “immediate” health and safety risks or consequences.

This change means that should a WorkSafe inspector reasonably believe that an activity involves or will involve a serious risk to the health and safety of a person, whether immediate or imminent, they have enforcement powers to prohibit the activity and/or give written or verbal directions regarding the activity.

These directions have an instantaneous effect and are often used to immediately cease dangerous activity pending processing of a prohibition notice. In determining the appropriate enforcement response, inspectors will take into account the nature and circumstances of the situation, in line with WorkSafe's Compliance and Enforcement Policy .

What this means for employers

Changes to the prohibition notice will mean employers need to consider the diligence of their preventative workplace health and safety measures. It is not only incidents deemed as “immediate” that can be prohibited, but those which have not yet occurred and may affect a person in the future.

Our specialist Workplace Relations team can help to ensure your OHS procedures provides a range of safety management services to assist you. are in line with the current OHS legislation. Contact us today to see how we can assist.

How to answer: “why do you want to leave your current job?”

Thu, 17 Mar 2022 22:18:31 GMT

If you’re about to attend a job interview, a common question you can expect the interviewers to ask is: “Why do you want to leave your current job?’. Hiring managers often ask this type of question so they can learn more about what motivates you, and the things that are important to you in a job. It also shows them how you speak about previous employers, so it’s crucial to answer this question with clarity and professionalism.

Here we discuss common reasons for leaving a job and how to positively explain them to a hiring manager.

How should you frame your response?

Firstly, write down the reasons you’re looking for a new job opportunity so that you are clear on your response. As you want to keep your response quite short for this question, choose one or two reasons that align with you professionally, rather than changes in your personal life that may have also affected your decision.

You also want to respond in a positive manner, even if you’ve had negative experiences that pushed you to leave your current job. For example, try not to respond with, “I don’t like the company” or “I don’t like my manager” or being derogative in general about your previous experience. As this may lead the hiring manager to make unfair assumptions that you're difficult to work with or unprofessional. Instead, explaining why you wish to move in terms of how the elements of the job, organisation or industry sector appeals to you, reinforces your excitement for the role.

There has been a perceived stigma in the past for people changing jobs or re-entering the workforce, but this thankfully is declining. Furthermore, people changing jobs, companies, industries or careers is a lot more common. It's ok to acknowledge it's time for a change!

Wherever you can, try to focus on the skills you have learnt in your current job and the positive relationships you have made when explaining your answer.

So, what are some common reasons for leaving a job and how can you explain them?

Reason 1: You’re no longer learning in your current job

If your current job has stalled your learning and development, then you may want to move jobs to progress your learning. The key point you want to get across to the interviewer is that while you have learnt a range of skills in your current job, you now believe your skills and knowledge can be further enhanced in a new environment.

For example, “Although I have learnt many skills in my current job such as X and Y, I’m now looking for a new opportunity where I can expand my skills and further my knowledge in …", aligning with the job description or organisation. Upon researching your company and seeing your dedication to employee learning and development, I believe an opportunity here would enable me to do that.”

Reason 2: There is no further career growth in your current job

The desire to progress your career is a common reason for leaving a job. Depending on how organisations or specific teams within a company are structured, some may provide more growth opportunities than others. And although interviewers may understand this, getting your answer right is still crucial.

For example, “Although I get along with my team extremely well, I have been in this position for X number of years, and there are no longer opportunities to grow within my team or the company itself. I believe this position with your company would provide me with greater responsibilities and an opportunity to progress my career further.”

Reason 3: You are seeking greater work-life balance and flexibility

In some cases, the reason for leaving a job may have nothing to do with the job itself, but rather the work environment no longer suiting your needs. Some people may find that their commute to work is hindering their work-life balance, or their current job no longer offers work from home options or flexible hours. If these are your reasons for leaving, try to explain it in a way that doesn't reflect negatively on your current employer, but- emphasises that your own personal needs aren’t suited to their structure anymore.

For example, “Even though I enjoy the work I do, I'm currently seeking greater flexibility. I would love to work for your company as it will allow me to work from home a few days a week and is based much closer to where I live.”

Reason 4: You are seeking a new career path or challenge

It is increasingly common for people to have several different jobs and careers throughout their life. Whether you want to change industries, or your career path entirely, this is another common reason why people begin searching for a new job.

If you find yourself in this situation, you could say something such as: “Even though I love the work I do as a XY, the industry I currently work for is not where my passion lies. That’s why I’m looking for a new opportunity in this industry, where I can develop and expand my skills in a job that is more fulfilling and catered towards my interests and values."

Reason 5: Your position was made redundant or you were let go

Redundancy can be a cause for anxiety when trying to respond to this question. However, most employers will understand that it can be a traumatic experience for people and they need time. The best way to answer this question is to always be honest while avoiding unnecessary detail. Explain what you have learnt from the situation, and then direct the interviewer to why you want this opportunity and how you would be a good fit for the position.

For example, “Unfortunately my position was made redundant due to the company restructuring that resulted in the loss of multiple roles, including mine. Since then, I’ve taken some time to reflect on the direction of my career, and I've started to search for new opportunities. I’m excited about this position because it fits my current skillset, values and will enable me to further pursue my career in the industry.”

By framing your reasons for leaving in the right way, you can show your hiring manager that you are proactive and ready for a new opportunity. For further career advice and tips, check out our   career resources  or  contact us  today.

#BreaktheBias: how you can make changes to stop gender bias

Sun, 06 Mar 2022 22:56:04 GMT

Whether deliberate or unconscious, gender bias in the workplace makes it difficult for women to progress within their careers and feel safe and valued at work. For many women working within Australia's male-dominated industries, such as manufacturing, agriculture and warehousing, it can be particularly challenging to speak up about their experiences as the minority.

This International Women's Day, the theme #BreaktheBias asks everyone to actively call out gender bias, discrimination and stereotyping each time you see it, in order to collectively improve women's equality.

In the workplace, employees may find it intimidating to speak up if they see bias occurring, so we're sharing some tips on how to identify such behaviour and what you can do to create a fairer and more equal workplace.

What does gender bias look like?

Gender bias can occur in various forms. Some, like blatant discrimination is easy to identify, but things like stereotyping, "everyday sexism" and micro-aggressions can often be more difficult to recognise. In fact, 73 percent of women experience bias at work —yet less than a third of employees are able to identify it when they see it.

During your career, you may encounter workplaces where gender bias is so deeply rooted within the culture that it's simply accepted as the norm and never called out or recognised. As an employee however, you have the legal responsibility to take reasonable care for the health and safety of others, not just your own.

Check your own gender biases

It is important then to look at your own behaviour and attitudes at work: do you diminish the ability of your female colleagues? Do you treat everyone equally and with the same respect regardless of their gender? Have you ever made a comment or "joke" about a female at work that may have made her feel uncomfortable or marginalised?

Being able to identify biased behaviour and attitudes within yourself as well as your colleagues will be the first step in creating a more equal workplace.

Understand you privilege

In order to practice good allyship at work, it's important to understand your own privilege and positional power at work. Privilege is defined as the "unearned advantage we get from being part of a dominant group whose needs have traditionally been prioritised."

Being able to recognise how your experiences at work differ significantly from those of colleagues in a minority will not only help you practice empathy, but also make you more aware of the biases and inequalities that need to be addressed.

If we can't recognise how privilege helps certain groups of people succeed at work, then we might assume that these people have just worked harder for their success. But this isn't necessarily the case. For example, in Australia 67.5% of men hold key management roles, compared to only 32.5% of women . This isn't necessarily because the males are more qualified, it's because men benefit from their systemic privilege during the hiring ad promotional process.

Furthermore, it is essential to understand how this may play out in the workplace, particularly in male dominated areas. Where women are underrepresented, their ideas or perspectives may be as well. This says more about the make-up of the team than the validity of their input, a fact that many teams may not recognise.

Leverage your position

When you reflect on your positional power at work, you'll see where you're best positioned to make changes that can help reduce gender bias. The term "power" isn't just in reference to your role and level of seniority, but also the relationships you have in the workplace and your ability to influence people's attitudes and behaviour.

It's important to remember that everyone has some level of power at work, and often these can be underestimated if you're just beginning your career or are new to the workplace. But participation at all levels of a company can make a big difference.

For example, you may not be a manager, but perhaps you have a friendly relationship with colleagues who often demonstrate biased behaviour. You may not lead a large team, but maybe once a week you head a small team on-site.

Combating gender bias in the moment

Research done for IWD 2019 found that two-thirds of people around the globe agree that men must be involved in the battle for gender equality for it to be achieved. Whether you identify as male, female or non-binary, if you witness gender-based bias or discrimination in the workplace you should speak up.

Addressing the explicit incident, either in the moment or as close as possible, shows other employees that you don't tolerate biased behaviour – and neither should they. This can be intimidating, so here are some steps to help:

Ask a probing question: For example, "would you react in the same way if it was a male?"
Stick to the facts and explain how bias is at play: this shouldn't be done in an aggressive or accusatory manner. Instead, simply relay the situation and the injustices that are at play.
Advocate for change: if you see continuous gender bias occurring within your workplace, it is a good idea to discuss this with a member of the HR team or your manager. Drawing their attention to the issue can help to set policy and process changes in motion that can reduce these incidents.

Not only does greater gender equality boost companies' profitability and productivity, but it also creates a better social environment for the entirety of the workforce, and make all employees happier . If you want to get involved in International Women's Day, or learn more about #BreaktheBias, visit the website .

This one thing can dramatically reduce serious workplace injuries

Thu, 24 Feb 2022 00:28:25 GMT

The human, financial and social costs of work-related accidents and injuries are a major concern for workplaces and employers. And one of the main causes of such injuries within the agriculture, warehousing and manufacturing industries is the operation of machinery.

In 2020 alone, Safe Work recorded 194 work-related fatalities in Australia, with machinery operators and drivers accounting for almost 70 percent of deaths. In the same year, there were 16,446 serious compensation claims made by machinery operators and drivers with each claim costing employers an average of $13,500.

For employers, this is an area of workplace safety that requires much attention and a strategic approach to lessen incidents involving machinery on site. So, where should you begin?

Who's most at risk?

One of the best ways to address the issue of safety around the operation of machinery is ensuring new employees are thoroughly and appropriately trained. Consistent research demonstrates that irrespective of age, experience and industry, the occupational group at greatest risk of accidents and injuries are employees with less than 12 months experience in their current job or role. In fact, approximately 30-40 percent of new employees sustain an injury within the first year of employment.

While the elevated risk for new employees has always been concerning, recent organisational developments such as the increase in non-standard employment and workers changing jobs more frequently have simply increased the issue.

What employers can do about it

The typical new employee might be thought of as young and recently entered into the workforce, yet this is not the case in every situation. A new employee can include experienced workers that change occupations, or even just change jobs within the same industry.

One assumption that employers can wrongly make, is that someone who has worked in a similar role before or is a mature-aged employee, will know exactly how to operate machinery in their new working environment: this isn't the case.

Each work site and, indeed, each machine, holds its own set of hazards and risks, and it's important that every new employee be trained accordingly. For example, while an employee may have previously operated a forklift in a warehouse, this will be quite different to a farm. In this case, the employee may need to be trained to operate the forklift around livestock, and therefore be aware of a different set of potential risks associated with that unique environment.

In this way, it will be crucial for employers to arrange appropriate, tailored training for every new and incoming employee. It's also important to ensure long-time workers receive regular training updates, particularly if there is a change to machinery or work site.

Upskilling current employees

With a shortage of candidates affecting multiple industries, many employers can also be looking to upskill their current workforce in areas where they're experiencing skill gaps. For business in agriculture, manufacturing and warehousing, some of the skills that may be missing are those relating to machinery operation, such as forklift drivers.

It is again important to remember that just because someone may have been working in your employ for a number of years, this does not mean they're licensed or have the appropriate knowledge to operate heavy machinery, or even work around it.

If you're looking to upskill staff in certain areas, just like new employees, they must receive the appropriate training beforehand should you wish to minimise the risk of a workplace injury.

Next steps

Through our Training and Upskilling services, Acclaimed Workforce can provide employers with tailored programs that give your new and existing workforce the skills, knowledge and accreditation they need to operate machinery safely in your workplace.

Whether based in a regional or metropolitan area, each training program is developed to meet a specific need. From reducing the gap between entry level skills and employer requirements to reducing your training costs by helping you access government funding, Acclaimed Workforce can assist.

Employee or Contractor? The High Court has reinforced that contracts rule

Sun, 20 Feb 2022 23:51:34 GMT

Earlier this month, the High Court turned the current approach of how to determine a contractor from an employee on its head when it handed down two significant decisions.

The High Court has decisively and unanimously held that the written terms of the contractual agreement between the employer and individual should be the primary factor when determining whether a worker is an employee or contractor - not the behaviours of the parties afterwards. This is consistent with the Court's earlier decision in Rosatto , where it was established that contract is king when it comes to determining employment status.

Both CFMMEU v Personnel Contracting [2022] HCA 1 (Personnel Contracting) and ZG Operations Australia Pty Ltd v Jamsek [2022] HCA 2 (Jamsek) overturned the decisions of the Full Bench of the Federal Court which were based on an analysis of the “multifactorial indicia”. That is, to look at the way in which a working arrangement actually operates, which would then take precedence over what was written in the contract.

In both cases the applicants were engaged as contractors. The owner-drivers in Jamsek were held to be contractors, however the applicant in Personnel Contracting was found to be an employee.

So, what happened?

The Cases

Jamsek concerned two truck drivers who in 1986 agreed to "become contractors", by forming partnerships with their respective spouses and re-engaging under fresh contracts between the company and these partnerships, while also purchasing their own trucks. After the working relationship was terminated in 2017, the two men then began proceedings in the Federal Court seeking entitlements alleged to be owed to them as employees of the company.

Personnel Contracting involved a backpacker from the UK who had a written contract with labour hire company Construct, was required to perform work for Construct's clients who would oversee his day-to day work and directly pay the labour hir company. In turn, Construct would remunerate the backpacker.

The last time the High Court looked at this issue was in 2001, in Hollis v Vabu, since which the courts have emphasised the need to look beyond the contract to the way in which a working arrangement actually operates.

The Decision

The High Court has now confirmed that where the terms of the parties' relationship are reduced to a written contract (and there is no challenge to its validity, such as on the basis that it is a sham), the legal rights and obligations established under the contract should be decisive of the character of the relationship . The conduct and expectations of the parties after entering into the contract is not relevant to determining the status.

This was clear in the decision in Jamsek . The contract was between the company and the partnerships, and the truck drivers were found to be members of partnerships -not employees of the company. Since the subsequent conduct of the parties and their 'expectations' regarding the work to be performed was irrelevant, the Court determined they were contractors.

However, the High Court also stated that, without infringing on parties’ legitimate rights to define their own rights and duties, this does not mean that their relationship can be labelled as something inconsistent with those rights and duties. Consequently, calling an individual a ‘contractor’ will have no effect if the contract is one of employment.

This matter was of importance to the different decision in Personnel Contracting.

Since the Court determined that the nature of the relationship between the parties was to be determined by the written contract, the Court undertook an analysis of the contract itself, in particular, assessments relating to the degree of control exercised over the person and the extent to which the person operates an independent business:

Control: the greater the degree of control by the employer over the work performed, the greater the likelihood of an employment relationship existing instead of a contractor partnership. Crucial to the decision was the fact that Construct could control the backpacker’s work, as he was effectively obliged under his contract to follow the direction of Construct's client, or else be terminated by Construct.
Own business: the greater the degree of integration and subservience of the worker into the principal's organisation, the greater the likelihood of an employment relationship existing. Conversely, the greater degree to which it is the running of an independent enterprise by the person, the more likely it is that the worker will be a contractor. The court considered the core of the backpacker’s obligation under his contract was to work as directed by Construct or its client and therefore did not have the same liberties that a contractor would be allowed in regard to the level of autonomy and control over the work he carried out.

Consequently, the relationship between the backpacker and Construct was characterised as a contract of service (employee) rather than contract for services (contractor).

Key Takeaways

When a contract between the parties sets down the terms of a contractor relationship, legally, that is what the relationship is. For example, if a contract provides that a worker is providing services through their own company or partnership, has some control over when they accept or reject work and the flexibility to perform work for other companies, then it is likely they are a contractor.

This does not mean that simply writing in the contract that the worker is a “contractor” is enough. In the case of Personnel Contracting, despite the contract labelling the worker as an independent contractor, the High Court found he was an employee because of the written terms of the contract. It was the company, not himself, who had the right to determined how and to who he provided his labour and required him to cooperate in all respects in supplying his labour.

With a well-drafted contract between the parties, organisations can be reassured that workers engaged as independent contractors cannot later claim that they are entitled to employment-related payments, such as minimum hourly rates, leave and superannuation.

These decisions highlight a clear risk for organisations who don't have written contractor agreements or where the content of the contractor agreement would be seen as one of employment.

In light of the High Court’s decisions, you should:

Ensure the arrangement is articulated in writing. Whether the person is an employee or a contractor, businesses should have a written agreement in place that sets out the rights and obligations of the parties.
Review existing contractor arrangements to ensure that the terms of the arrangements are clearly set out.

Our specialist Workplace Relations team can help to ensure your employment contracts protect you and your business. Contact us today to see how we can assist.

Data shows 50% of employees are afraid to reveal their mental health issue at work

Wed, 09 Feb 2022 00:10:23 GMT

It’s clear the last two years have had a significant and wide-reaching impact on people’s mental health, with people's personal and working lives suddenly filled with uncertainty and instability. The effects of the pandemic coupled with the already high rates of mental ill-health within Australia's semi-skilled, trades and agriculture industries, should make employee mental health a priority for employers.

And while many companies may have rolled out additional wellbeing initiatives, such as additional mental wellbeing days and access to EAPs, more than one in two Australian employees say they’d hide a mental health condition at work to avoid being judged or discriminated against. Further to this, 67 percent of workers feel as though these gestures to better mental health are just that – gestures – that are unlikely to create any significant impact.

So as we move into another year of working against the backdrop of uncertainty, here are some steps employers can consider to rectify the situation, and help employees feel more supported at work.

Address the stigma

Over the last 12 months, 25.1 percent of men working in trades and industrial roles have experienced mental illness, compared to 18 percent of other Australian men. Research suggests that one of the major reasons why these rates are so much higher for these roles is due to the stigma and lack of mental health literacy that permeates these male-dominated industries. So while conversations about mental wellness may have increased, it's a topic that remains shrouded in shame, prejudice, and discrimination.

The first thing employers can do to address the issue of mental health stigma is to actually acknowledge its existence and how it might be affecting their workforce. According to a survey from McKinsey , there is a pronounced disconnect between employer and employee perspectives on stigma in the workplace: while 80 percent of the full-time-employees believe that an anti-stigma or awareness campaign would be useful, only 23 percent of employers reported having implemented such a program. Further, when employers were asked to prioritise 11 potential behavioural-health-focused initiatives, they ranked stigma reduction last.

Moving forward, companies should consider creating targeted programs that educate people and promote supportive teams to shift perceptions of mental illness. This can include providing mental-health-literacy training to all employees, such as mental health first aid , and developing leader-specific training to help managers recognise signs of mental distress amongst their teams.

Be a communicative leader

When it comes to addressing mental health in any workplace, communication will be crucial, particularly when it comes to driving sustainable cultural change. Communicating a mental health message once is unlikely to render the necessary impact on an ingrained culture.

Instead, an effective approach is to ensure that the message is being broadcast from team leaders and managers—both formally and informally. In fact, when paired with leadership training, programs focused on psychological safety and broad-based mental health awareness have proven to be effective in bettering mental health outcomes at work.

Create an environment of psychological safety

In order for mental health to become an open, honest conversation in the workplace, employees need to feel physiologically safe. Psychological safety can be defined as a “shared belief held by member of a team that the team is safe for interpersonal risk-taking”. That is, they feel safe to voice opinions, take risks and ask questions without fear of being criticised or judged.

Essentially, a psychologically safe workplace would allow for employees to feel comfortable voicing their struggles and challenges without the fear of facing a negative response from colleagues or management.

According to the State of Wellbeing in Construction report, it was found that semi-skilled workers find it difficult to discuss feelings and emotions with colleagues, and the nature of the work has made social support more difficult. Employers and team leaders can work to create a more emotionally safe and supportive environments by demonstrating empathy and being transparent about their own mental health struggles. Doing so can help create the kind of environment where it's ok to be vulnerable at work, allowing employees to feel safe to follow suit.

Take action, don't just tick a box

When it comes to bettering mental health, it's important to note that every workforce and, indeed, every individual, will have different needs. Overlooking this could be one of the reasons why so many employees believe their organisations is simply using current workplace mental health initiatives to "tick a box" .

For example, many companies will have an Employee Assistance Program (EAP), and while employees should be reminded that this is available if they need initial support, it's important to remember that this kind of program won't necessarily be appropriate for everyone. In fact, many employees will have support structures already in place, and will in fact require individualised support from their employer.

As such, it will be important for organisational leaders and managers to actively communicate with their teams to find out what their specific needs are, and work together to identify personalised solutions. Creating a supportive workplace with widely available flexibility and customisation is a significant way to help people facing mental health challenges —disclosed or undisclosed—overcome barriers.

You may also find these articles relating to employee mental health and wellbeing useful:

If you’re looking for staff or require guidance on ensuring you’re compliant with workplace best practice, contact Acclaimed Workforce today .

These 5 ways sugar hinders your work performance may surprise you

Tue, 08 Feb 2022 00:51:18 GMT

14 grams of sugar sounds like a lot, doesn't it? But this is the amount of sugar that almost half of Australia's adults are consuming each day - that's 10 percent higher than the amount recommended by the World Health Organisation (WHO). And according to the Australian Health Survey, this sugar isn't coming from fruit and high-quality carbohydrates. Instead, most of the sugar consumed by Australians comes from energy-dense, nutrient-poor ‘discretionary’ foods and beverages.

The effects of a high-sugar diet have been increasingly researched over recent years, with findings revealing a diet high in the substance can increase the likelihood of increased weight gain and chronic disorders, such as diabetes and cardiovascular disease. But did you know that a high-sugar diet also impacts significantly on your work life and professional performance?

Here's how sugar may be impeding your work, and why it may be time to consider committing to reducing your sugar intake.

It impedes focus and productivity

According to a UCLA study , sugar forms "free radicals" in the brain’s membrane, which compromise our cells’ ability to communicate with each other. As a result, this causes a “foggy” or “out of it” feeling. For many, this might be a familiar feeling felt in the afternoon, slumped at the office desk after eating a high-sugar snack.

The same, of course, is true when the body doesn't receive enough energy in the form of glucose, which is why it can be difficult to concentrate when you're hungry. As such, rather than allowing your blood sugar to undergo extreme highs and lows, it's wise to choose smaller, more frequent balanced meals to maintain your glucose at a more consistent level.

It hinders sleep quality

While it may feel natural to reach for a sugary treat during an afternoon slump of energy, high sugar intake has a significant impact on your sleep. The irony here, is you'll feel more tired and are therefore more likely to crave sugar for a quick source of energy – and so the cycle continues.

A 2016 study found that people who have diets high in sugar tend to experience greater sleep arousal and slow wave sleep. Essentially, this means they sleep less deeply and display greater restlessness at night. And if you're eating too much sugar too late in the day or the evening, your pancreas releases insulin that primes you for activity. Unless you're working nights shifts, this will have a detrimental effect on your sleep cycle.

There are several consequences associated with lack of sleep that will hinder an employee's ability to perform at work, including reduced alertness, difficulty concentrating, memory lapses, difficulty communicating and increased rates of absenteeism.

In high-risk environments, such as warehouses, farms and construction sites, these consequences extend to the safety of the individual and those around them. In fact, employees who reported some level of sleep-deprivation are 70 percent more likely to be involved in workplace accidents than colleagues who are not.

It affects mood and motivation

Studies have linked high sugar diets to starting cycles of dopamine spikes, a physical and emotional crash and then more cravings and withdrawal. As a result, we have shorter tempers, lower patience, and even depressive emotions. This is because overconsumption of sugar triggers imbalances in certain brain chemicals which control alterations in mood.

When feeling low or anxious, it can often be difficult to get your best work done. And being irritated or overly sensitive can make tackling challenging team meetings and collaboration particularly difficult.

Memory and decision making are impaired

Australian research has found that diets high in sugar can diminish how well we remember instructions, make decisions and process ideas. The study found that healthy volunteers in their 20s scored worse on memory tests and had poorer appetite control after just 7 days of eating a diet high in added sugars.

No matter what kind of working environment you're in, the ability to remember instructions, recall information, and make sound decisions is incredibly important and something employees need to draw on each day. Particularly in high-risk workplaces, being able to competently do so is a necessity for a safe environment.

The alternative

When it comes to what we eat, there's no denying what we put in our bodies has an impact on our productivity and workplace performance. Therefore, if you're inexplicably feeling lethargic, unmotivated, more easily frustrated and find it's hard to concentrate, assessing your current intake sugar might be a good place to start.

If you're exceeding The World Health Organisation's (WHO) recommend 50 grams of "free sugars” each day, you can sign up to a health-based fundraising initiative such as Febfast to help curb your intake.

In the long-term it will also be important to increase your intake of fruits and vegetables throughout the day, with research indicating that higher intake of these natural foods (up to 7 portions), the happier, more engaged, and more creative an individual is likely to be.

Participate in febfast with Acclaimed Workforce this year

Mon, 17 Jan 2022 22:31:41 GMT

Each year, febfast encourages thousands of Australians to give up alcohol or sugar (or another vice) for the month of February to raise funds for disadvantaged youth. This year, Acclaimed Workforce is encouraging our clients, on-hired workforce and consultants to join the initiative and "pause for a cause".

As champions of workplace health, safety and wellbeing, Acclaimed Workforce is constantly seeking new ways to drive engagement and participation when it comes to creating healthier and safer workplaces. As such, this year we will be actively highlighting some key wellbeing events and national safety initiatives, providing both employers and employees with the tools and resources needed to create successful safety outcomes. Starting with febfast !

The challenge

The challenge is to pause for a cause and give up alcohol, sugar or another vice of your choice for the month of February – all to raise funds for disadvantaged Australians aged 12 to 25 so they can access the resources and support they need to lead healthy and fulfilling lives. This is the perfect excuse to kick-start the year with a little good health and good will!

The benefits

There are numerous scientific benefits to reducing sugar and alcohol intake, particularly after the Christmas period when both are present in abundance! These benefits positively impact the individual and their personal life, but also their working life.

"Encouraging your workforce to participate in febfast is a great way to empower individuals to take their personal health into their own hands", says Allyce Walding, Injury Management and Safety Manager at Acclaimed Workforce.

"When employees have greater awareness and respect for their own health, this can create better safety outcomes at work, such as less injuries and sick days."

Employees are likely to perform better physically and mentally at work, while group participation increases your workforce's general awareness of their health and promotes teamwork. Benefits of febfast include:

Improved sleep
Better productivity
Improved concentration
Overall feeling healthier
More energy
Weight loss
Team bonding

It also raises awareness about health and wellbeing in the workplace.

Furthermore, maintaining good health and strengthening immunity acts as a good defence against contracting Covid-19 (alongside vaccination) and other viruses and diseases.

How you can participate

There are several ways to become involved in febfast, but one of the most effective is as a corporate team. Hundreds of workplaces take on the febfast challenge each year, improving their health and concentration, as well as bonding as a team. If this sounds like you, then we suggest creating an organisation page where employees can join in.

Once you've created your team, you can utilise febfast's range of tools and resources, to help encourage your workforce to stay on track.

"During febfast this year, I'll be emailing my team information about the benefits of giving up alcohol and sugar, providing them with recipe cards from the febfast website and doing shoutouts when the team reaches milestones throughout the month", Allyce says.

"I think the best part about multiple employees in a workplace signing up is the sense of teamwork and comradery. Everyone encourages and supports each other, which ultimately leads to a better workplace culture."

If you're interested in participating in febfast or starting a workplace team, visit the febfast website , or contact Allyce Walding for more information on 08 8562 4892.

Don't get caught up in a labour hire provider's underpayment scandal

Mon, 17 Jan 2022 00:00:25 GMT

Instances of labour hire providers underpaying staff is an issue that continues to appear within the Australian media, and unfortunately can occur most prevalently within the agricultural, trades, manufacturing and warehousing sectors.

For example, a 2020 audit by the Australian Building and Construction Commission (ABCC), found that around 80 percent of labour hire firms are not paying their workers correctly. The audit of 63 labour hire employers in the building sector found only 21 percent were upholding all their workplace payment regulations. Most employers fell short when it came to keeping proper records and providing pay slips, however wage underpayment was the largest problem.

In the same year, the Fair Work Ombudsman (FWO) secured a $22,440 penalty against the former owner-operator of a labour-hire company following the underpayment of 80 workers on a farm in Brisbane. The underpayment totalled $78,664 over an eight-month period.

And underpayment isn't just limited to the semi-skilled and trades industries. In December last year, the media reported that a major recruitment and labour hire provider had underpaid thousands of temporary workers in finance, government agencies and administrative roles by more than $4.5 million. Hudson self-reported the issues to the Fair Work Ombudsman, revealing that more than 5300 current and former casual on-hired employees were short-changed between 2014 and 2020. This included penalty rates, overtime, loading, meal breaks and other allowances, with individual underpayments ranging from $1 to almost $20,000.

While it is important to note that in most cases, underpayment is not intentional (Australia's employment legislation is one of the most complex in the world), it doesn't excuse underpayment of employees.

There are benefits to labour hire

Despite these incidents, this doesn't mean that employers should rule out engaging a labour hire provider altogether. In fact, there are many benefits of doing so. Labour hire generally operates in a triangular arrangement that sees companies with labour hire capabilities supply workers to employers for agreed fees. This allows a flexible approach to the engagement of labour, with employers able to scale their workforce to meet demand and organisational requirements.

Furthermore, taking on the responsibility of recruiting and engaging a flexible workforce is challenging, particularly in Australia which has some of the most complex employment laws in the world. As a result, managing a contingent workforce can be a major distraction that negatively impacts a business and, if unfamiliar with the nuances - Awards, penalty rates, leave loading and more - can see employers run the risk of non-compliance themselves.

It can, therefore, be highly beneficial to engage someone to manage your contingent workforce for you. However, as seen above, partnering with a labour hire provider that makes compliance the highest priority is absolutely essential.

Partnering with a recruitment company and labour hire provider that has specific expertise in workplace relations and employment law as part of the core business is a good option. For example, Acclaimed Workforce has a dedicated team of Workplace Relations specialists that not only streamline the management of your workforce but also mitigate employment risk.

It's important to proceed with caution

For organisations looking to engage a labour hire provider, it is imperative to do your research and investigate all options available to you. Though it is typically the provider whose name gets dragged through the media mud, it also brings with it a reputational risk for the organisation that has leveraged that provider.

In a time when the topic of wage theft can become a prominent news story and the FWO is taking a stronger stance against non-compliance, employers must consider who they entrust their workforce to, or else risk reputational damage when it comes to the relationship between stakeholders and customers.

Furthermore, the issue of underpayment will see employers run the risk of their on-hired workers leaving to look for full time work or a provider with a better reputation. In an already candidate-short market, this could pose issues for employers when it comes to maintaining their contingent workforce.

If you're needing assistance with on-hired labour or managing a contingent workforce, contact Acclaimed Workforce today . Whether you need casual staff to meet immediate needs or people for specific lengths of time, we provide first-rate on-hired employment services that reduce your employment risks and allow you to identify potential employees with the necessary skills and experience for the job.

Understanding penalty rates by state over the festive season

Mon, 13 Dec 2021 23:11:27 GMT

For many people the end of year signifies a time to wind down in the lead up to the festive season. After all, there's Christmas Day, Boxing Day and New Year's to look forward to!

But with its plethora of public holidays, this time poses an interesting set of considerations for employers when it comes to additional penalty payments.

Public holidays attract significant extra penalty payments of up to 325% for employees covered by an Award. And though the National Employment Standards deals with the public holidays, it also allows states to declare additional public holidays and substitute public holidays. 'Additional' meaning one extra day and 'substitute' meaning another day.

This has an important impact on whether employees are entitled public holiday rates. For example, if a state declares a substitute day for Christmas Day, any work performed by an employee on 25 December will not attract public holiday rates.

The Fair Work Ombudsman has a dedicated webpage displaying the current public holidays and part-day public holidays for each State and Territory and surprisingly, these can vary significantly from state to state.

For example, Tasmania has four days of public holidays, while Queensland has six and-a-half. In Victoria, public holiday rates apply to 25, 26, 27 and 28 December, and 1 and 3 January. However, in South Australia this applies to 24 (7pm-midnight), 26, 27, 28 and 31 (7pm-midnight) December and 3 January. Not on 25 December or 1 January.

Furthermore, with Christmas Day, Boxing Day and New Year's Day all falling on weekends, employers will need to pay particular attention to this year to ensure unintentional underpayment does not occur.

If you require clarification or assistance with understanding your obligations relating to penalty payments this festive season, contact our Workplace Relations team today.

Acclaimed Workforce partners with Thankful4Farmers to place young Australians in agriculture jobs

Wed, 17 Nov 2021 23:51:45 GMT

Image: Thankful4Farmers co-founder, Kim McDonnell

Thankful4Farmers was built on a poignant message: “ Once in your life you need a doctor, a lawyer, a policeman. Every single day, three times a day, you need a farmer .”

In 2019, founders Kim McDonnell and Mike Chuter launched the social enterprise as a way to provide support for Australian agriculture and regional communities. An initiative bringing together industries, brands, influencers and consumers, Thankful4Farmers amplifies awareness of the issues facing farmers, while also generating scalable funding to support sustainable agriculture and regional communities.

When Covid reached Australian shores, international boarder closures locked out many working holiday-makers, leaving farmers short an estimated 26,000 workers. Understanding this dire situation, Thankful4Farmers established The NEW GAP Year in 2020, an initiative encouraging school-leavers to consider farm work as an alternative to the traditional gap year.

With offices located throughout regional Australian communities, and hearing first-hand the challenges the labour shortage is presenting to agricultural employers, Acclaimed Workforce has joined forces with Thankful4Farmers in its NEW GAP Year initiative, to help farmers across the country fill jobs with homegrown workers.

Here, we talk to Kim and Mike about the NEW GAP Year initiative, the benefits it offers farmers, and working in partnership with Acclaimed Workforce.

What made you launch The NEW GAP Year initiative?

K: The need for labour on Australian farms became apparent very quickly when Covid hit. It shone a light on how reliant we are on international seasonal labour. We saw this as an opportunity to shift this model and implement the kind of systemic change that could make our farmers and farming communities more self-sufficient and resilient. Yes, we'll always need some international labour, but we can also supplement this with local labour.

M: Last year, the Lost Crop Register announced there was up to $60 million-worth of crops that were wasted, because there just wasn't enough people to harvest. As a consequence, we heard farmers were making the decision not to plant as much because they knew borders would be closed and they didn't want to be in the same position as last year.

Are you expecting the labour shortage to continue into 2022, even when international travel resumes?

K: Absolutely. And I don’t think this is just an issue affecting agriculture: it's regional and rural communities as a whole. Farmers are competing with hospitality employers for the same pool of employees. The NEW GAP Year isn't a band-aid solution, it's helping us build a workforce here in Australia, helping to solve a systemic issue.

Image: Thankful4Farmer's co-founder, Mike Chuter

How does The New Gap Year appeal to young Australians?

M : That was the question when we first began: how can we utilise the 25 percent of 180,000 school leavers who would normally go abroad for their gap year?

We know these young Australians will go to these regional communities and have the experience of a lifetime, so we created a platform that reflected this. When the problem initially became apparent, there were websites and government initiatives popping up everywhere but, for a young person, the plethora of information was overwhelming and complex.

K: We're not government-driven, so we can talk to this audience in a fun and engaging way, that makes them want to participate. We've created a platform that gets young Aussies excited about getting out there and helping Australian farmers with their harvest, and we've made the information on how to do that so much more accessible.

M: Last year we reached more than a million young Australians, but this year we're already getting 10 times more engagement. Everyone is fatigued after lockdown, and our message is: "sick of lockdown? Get out of town". We're also working with universities and schools to help promote the message and get even more young Australians filling jobs.

Some agriculture jobs require specific training and skills. How do you facilitate this?

K: It's not just a labour shortage that's impacting our farmers, but also a skilled labour shortage. To address this, we've partnered with the NSW Summer Skills program, who offer thousands of free training courses to those aged between 18 and 24.

There's really no limit on the free skills training offered to them. It varies to everything from doing a barista course to driving a forklift!

We've also developed a Gap-Ready module that teaches basic work knowledge, such as getting a Tax File Number and writing a resume. The kind of things that those who already have careers may take for granted – this helps them get into the industry and feel confident.

The Gap-Ready program also teaches them about knowing their rights, and what to do if there's a situation where they don’t feel comfortable. That’s why it's so important we work with Acclaimed Workforce, because all of the due diligence is done. Auditing is performed to ensure everyone is paid correctly, the farm is verified, and the consultants make sure all OHS is in-line with best practice.

Why is this partnership with Acclaimed Workforce so important to The NEW GAP Year?

K: This partnership is critical. We have a jobs marketplace where Acclaimed Workforce lists the jobs farmers have available, and we attract workers from there.

And any support we get from Acclaimed Workforce is greatly appreciated. This kind of support means we can engage more young people, fill more roles for farmers and drive these people to the regions.

If you're an agriculture employee looking for staff, contact Acclaimed Workforce today. We can provide a job-ready workforce to help fill roles in regional and rural areas.

Tackling the manufacturing industry's candidate shortage

Wed, 17 Nov 2021 05:47:05 GMT

When the pandemic reached Australian shores, the country's net migration intake fell into negative levels for the first time since World War II. As cities begin to reopen and production picks up, the toll the pandemic has had on the skilled worker population is becoming increasingly clear.

Data suggests that Victoria has been hit the hardest, being the only state in the nation to record a drop in population since the coronavirus hit Australia, and is now home to 43,000 less people than at the start of the pandemic. This means the state has shrunk by roughly the population of the Victorian border city of Wodonga. It appears that the closure of international borders has resulted in offshore migration failing to make up for those leaving the state due to extended lockdowns.

What this means for manufacturing employers

For employers within the manufacturing industry, this is having a significant impact on their ability to source skilled workers, with 56,600 manufacturing jobs lost in the second quarter of 2020. In August of this year, almost a quarter of manufacturing businesses were searching for employees, with 22,300 job vacancies being reported , compared with just 7,000 in February 2020.

Despite the Federal Government's plans to attract the “best and brightest” skilled migrants from around the world when international borders reopen, employers and industry experts are calling for a more sustainable solution to the problem. Though skilled workers from overseas will always be a crucial component of Australia's workforce, according to the Advanced Skills for Advanced Manufacturing report the reliance on such labour has allowed both employers and the government to put off addressing the more pressing issue: how to encourage and develop a sustainable, home-grown workforce.

"There are millions of unemployed and underemployed Australians, many of whom would relish the opportunity for the high quality, decently-paid work associated with skilled manufacturing jobs", the report states.

"The fact that they are not able to attain those jobs, even as labour shortages seem to become more intense, is testimony to the failure of the vocational training system – not a statement on the lack of capacities of Australian workers."

Tackling the industry's candidate shortage

As Australia's manufacturing industry stares down the barrel of this skills shortage, Acclaimed Workforce is supporting employers through a multi-faceted approach. In addition to recruiting staff, we provide on-hired manufacturing employment services, acting as a certified labour hire agency which sees our team take on the responsibility of your flexible workforce.

Manufacturing employers located in cities and regional areas can also turn to Acclaimed Workforce for training and upskilling services , and the facilitation of apprenticeships. By bringing industry, employers, government and training providers together, we develop training programs that bridge these key manufacturing skill gaps in Australia, whether in beverage, food or production environments.

In order to secure a sustainable, job-ready workforce, manufacturing employers should partner with a recruitment agency that takes a dynamic approach to the hiring process, to not only source the right skill sets for your business, but to also develop them.

If you're interested in learning more about how Acclaimed Workforce can help you create a sustainable manufacturing workforce through our training and upskilling services, apprenticeships or on-hired services, contact us today.

Vaccine mandates: what employers need to know

Mon, 15 Nov 2021 00:22:40 GMT

Though a higher percentage of COVID vaccinations means easing restrictions, workplaces reopening and a hopeful return to economic stability, employers are now forced to grapple with a new range of tough questions and decisions: does an employee have to be vaccinated to enter the workplace? Can, or indeed should, an employer make it compulsory for their workforce to be vaccinated? What happens for those workers who are exempt from receiving the vaccine? What are some of the legal implications of requesting employees be vaccinated, and terminating them should they refuse?

This is an unprecedented situation, and one that is likely to evolve over time. But with the Federal and State Governments hesitant to provide strong guidance on how to navigate this issue outside of health directives, the answer, therefore, involves consideration of ‘first principles’ in relation to the employment relationship.

Lawful & Reasonable Directions

Employment contracts contain an implied term that employees are obligated to follow any lawful and reasonable direction. Therefore, if an employer’s direction that an employee should receive a COVID-19 vaccination, is considered a ‘lawful and reasonable’ direction, an employee may be obliged to receive one as a condition of their employment.

Is the direction ‘lawful’?

For a direction to be ‘lawful, it does not have to be consistent with existing laws, it just must not be contrary to any laws. As there are currently no laws that make mandatory vaccination a condition of employment unlawful, the direction would be considered a lawful direction.

Is the direction ‘reasonable’?

However, whether an employer directing an employee to receive a COVID-19 vaccine is considered ‘reasonable’ is more complicated.

The Fair Work Ombudsman (FWO) has provided guidance on factors that employers should consider when determining whether a direction to receive a COVID-19 vaccination is ‘reasonable’. It has divided work into 4 tiers, noting that a workplace may include a variety of tiers:

Tier 1: consisting of employees who are required to interact with people who have an increased risk of being infected with COVID-19 as a part of their role, such as quarantine or border control workers.
Tier 2: consisting of employees required to have close contact with people who are vulnerable to the impacts of COVID-19, such as employees who work in healthcare or aged care.
Tier 3: consisting of employees who interact with others in the normal course of their employment.
Tier 4: consisting of employees who have minimal face-to-face interaction with others, such as those who work from home.

The FWO has suggested that a direction to receive the COVID-19 vaccine will be considered reasonable for tier 1 and tier 2 employees due to the increased risk of these employees being infected with COVID-19 or giving it to a vulnerable person.

Whether it will be reasonable for T ier 3 employees is not as clear . What is reasonable will depend on a range of factors and the circumstances of the case, including, but not limited to, the nature of the role and industry, the spread of COVID-19 in the community at the particular time, any legitimate reasons why an employee is not able to get vaccinated or get the booster shot, and whether there are alternatives to vaccination (such as rapid antigen testing).

The FWO suggested that directing a Ter 4 employee to receive the COVID-19 vaccination will not be reasonable.

Work Health and Safety Obligations

Employers have a duty under the model Work Health and Safety (WHS) laws to eliminate, or if that is not reasonably practicable, minimise the risks of COVID-19 in the workplace ‘ so far as is reasonably practicable’ . However, employers do not need to mitigate all risks to the health and safety of their employees, they are only required to take those measures that are ‘reasonably practicable’.

SafeWork Australia has stated that it believes that most employers will not need to mandate COVID-19 vaccinations in order to comply with their WHS obligations, as this is unlikely to be ‘reasonably practicable’. This conclusion was made due to the fact that the government is already mandating COVID-19 vaccinations for industries where it is considered necessary, while some employees will not be able to receive a vaccination due to medical reasons.

Can an employer seek information from employees about their vaccine status?

When it is lawful and reasonable to mandate a vaccination (for example, your employees are classified as Tier 1 and/or Tier 2), the request for evidence that this direction has been complied with would also be considered lawful and reasonable.

The collection of health information, which includes vaccination information, is governed by the Privacy Act. As a matter of best practice, employers should only seek information necessary to ascertain if staff are vaccinated or not. This could be done by simply sighting COVID-19 vaccination certificates rather than storing them.

The FWO has a similar advice on its website: an employer may ask to view evidence of vaccination status without raising privacy issues, as long as employers do not ‘collect’ the information (i.e. make a record or keep a copy). An employer should not collect information relating to the vaccination status of an employee unless the employee consents and the collecting of this information is necessary for the employer’s function and activities.

Consent to the collection of an employee's vaccination status is not required if the collection of this information is needed, or authorised by law, e.g. a health directive.

Where it is lawful and reasonable for an employer to mandate full vaccination against COVID-19, then an employee’s failure to comply with this lawful and reasonable direction can result in disciplinary action, including dismissal.

If you require assistance in understanding your obligations when it comes to vaccine mandates, or would like to understand the legal implications of mandating vaccines in your workplace, contact Acclaimed Workforce today.

Q&A with Acclaimed Workforce's Injury Management and Safety Manager

Fri, 22 Oct 2021 01:52:18 GMT

Preliminary data from Safe Work Australia has revealed approximately 180 people died while performing their job in 2020, while around 107,000 people made a workers’ compensation claim for serious injury or illness. Furthermore, occupation groups with the highest number of claims include technicians, trade workers, machine operators and drivers, and labourers.

In light of National Safe Work Month , we spoke to Acclaimed Workforce's Injury Management and Safety Manager, Allyce Walding, about the company's recently expanded Workplace Safety Management Services. Here, we discuss the concept of prevention being the cure to workplace claims, and how their pilot Early Intervention Program in the Barossa managed to avoid 16 workplace injuries within just its first few weeks.

Allyce, tell us a bit about your professional background and how you became Acclaimed Workforce's Injury Management and Safety Manager.

Prior to commencing with Acclaimed Workforce in 2019, I spent the previous nine years working in Adelaide for two of the major workers compensation claims agents. It was there that I began to understand the range of workplace injuries that can occur, and the impact these can have on an individual, as well as their employer. It really helped to shine a light on the idea of prevention being key, and the importance of having the safety systems in place to avoid claims in the first place.

After working in Adelaide, I made the decision to move to the Barossa Valley, and I was lucky enough to secure a position within Acclaimed Workforce (formerly CozWine).

Acclaimed Workforce's specialisations cover industries including agriculture, manufacturing and warehousing. What are the most common workplace safety risks and hazards that occur within these industries?

The most common safety risks and hazards in any workplace that has moving vehicles, plants or forklifts operating are incidents or injuries with these machines/vehicles.

Within agriculture, manufacturing, and warehousing environments, we unfortunately see a lot of near misses with forklifts, from pallets being dropped at heights to workers stepping out in front of a moving forklift.

As soon as an injury or near miss occurs, we conduct an entire review process of the workplace safety systems and look at implementing corrective actions as soon as practicable.

Acclaimed Workforce has recently expanded its Injury Prevention and Safety Management services , to provide more support in relation to pre-employment screening, job dictionaries, toolbox talks and RTW. Can you tell us about this and why you're offering this to employers?

These newly expanded services were created to give employers peace of mind that from the recruitment stage through to the day-to-day operation of their business, they're keeping their workforce and business safe.

Our on-site pre-employment screening means employers are hiring candidates that are best suited to the roles and work environment, which reduces risk of injuries from the outset. While tailored job dictionaries, toolbox talks and a Return to Work service provide ongoing safety solutions. This all works to minimise the risk of hazards, incidents and injuries while also quickly and sustainably returning staff to work.

This kind of end-to-end Injury Prevention and Safety Management service is unique to Acclaimed Workforce, particularly as, being specialists, we are better positioned to understand the specific job functions and work environments of our clients.

These services place a big emphasis on injury prevention. Why is prevention something that business owners should be focused on? How is this attitude to workplace safety beneficial to their business?

With anything in life, prevention is always going to be better than searching for a cure. Employers have a duty of care and safety should always be a focus, especially within the semi-skilled and trades industries which typically present more risks.

A positive and proactive attitude to creating a safe workplace not only encourages current employees to respect their and others' safety, but also makes that business a more sought-after place to work. Great safety processes improve reputation, attraction and retention. Furthermore, the cost of injuries to businesses from a morale and financial perspective, can be significant.

Acclaimed's Barossa team has recently launched a pilot Early Intervention Program (EIP) for its local employers and employees. Can you tell us more about this and the results you've seen so far?

I've been very excited about this program as it's something I'm very passionate about!

The EIP is a service model that recognises the importance of early treatment to facilitate sustainable return to work and health outcomes for the workforce. Our on-hired employees are offered access to free weekly physiotherapy in our office for both work-related and non-work-related soreness, niggles, pain, and injuries.

The program has been running for four weeks now, and has been booked out each week, totalling 65 appointments for the month. Though non-work-related soreness was the main reason for staff visits, our physiotherapists reported that the program managed to reduce 16 injuries from becoming Workcover claims. As stated in the physiotherapists summaries, these injuries would have been aggravated at work due the repetitive and manual nature of the job function.

You are also able to act as a Return-to-Work coordinator for small businesses. What does this involve and what kind of assistance does this offer employers?

Yes, that’s correct! For small businesses, this enables them to have a dedicated Return to Work Coordinator available on an as-needs basis without having to employ someone solely dedicated for this role, which can be much more costly. This is a flexible service, and I can tailor it for each businesses' requirements.

How would a business owner know if their safety systems and processes are robust enough? And if they could use improvement, where should they begin?

Business owners should be frequently reviewing their safety management systems to make sure they're meeting legislative requirements along with their changing and or growing business.

They can begin with a safety plan, which creates action for the business to review their current and potential risks. Systematically scheduling ongoing reviews and ensuring every worker clearly understands their safety obligations and training is also crucial. It can be a big process to tackle alone, which is why Acclaimed Workforce has developed its Safety Management Services to assist employers.

If you're interested in discussing Acclaimed Workforce's Safety Management and Injury Prevention services further, including our EIP and RTW service, or would like a review of your current safety plan, contact us today .

Reducing workplace claims and injuries with Pre-Employment Screening

Wed, 20 Oct 2021 04:34:42 GMT

Pre-employment screening is an important part of any injury prevention and safety management plan and one of the first steps a business should take when wanting to decrease workplace injuries and claims. Performing a thorough physical and medical assessment of potential employees helps business owners determine whether or not the individual can meet the physical demands and rigours required of the role without incurring injury.

Often, an individual is hired for a role that they don't have the physical capacity or correct training to perform safely and, as a result, they are vulnerable to musculoskeletal injuries. The impact of even a simple injury on the worker can be significant, reaching beyond the physical injury itself, and rehabilitation can be challenging. More sever or complicated injuries can have lifelong consequences.

For employers, this also means a WorkCover claim, a subsequent Return to Work Program and the potential to effect morale Data from Safe Work Australia shows that in 2019 alone, there were 114,000 serious worker’s compensation claims made in Australia, and with the average claim costing an employer $5,800, this can add an incredible amount of financial stress and administrative burden on a business owner. Further to this, once an employee has been off work for just 45 days due to injury, the likelihood of their return to work reduces to just 50 percent .

This research also reveals that 43% of serious workplace claims are due to traumatic joint, ligament, muscle and tendon injuries and 41% of serious claims are due to manual handling while lifting or carrying objects. These most common workplace injuries have the potential to be prevented by conducting thorough and tailored Pre-employment Screenings.

When is Pre-Employment Screening useful?

Pre-Employment Screening should be used during the initial hiring process to ensure potential workers are able to safely and competently complete the tasks required of the role without injury. They can also be utilised to tailor induction and training to suit the needs of the individual hire. For example, some workers may need to commence in lighter work functions for a number of weeks as "work hardening" if they have not recently been in a role that requires demanding manual labour.

It is also an incredibly important tool that can be used as the basis for a sound Return to Work program, to ensure any returning employees are able to perform their duties without aggravating a previous injury. By performing a thorough medical assessment and involving a Physiotherapist or Occupational Therapist if needed, an employer can give their returning employee the best chance of successfully and safely performing the role, in turn reducing the chance of another workplace claim and absenteeism, while improving retention and loyalty.

What does a Pre-Employment Screening involve?

As well as screenings that identify an employee's work-history, conducting reference checks, and drug and alcohol testing, Acclaimed Workforce partners with FPES to conduct pre-employment screening and post-injury management assessments that can significantly reduce the chance of workplace injury. Led by one of the world’s foremost musculoskeletal experts, Dr Martin Raftery, FEPS has adopted sports medicine philosophies into the workplace environment, creating innovative systems that continuously reduce workplace claims and safety costs for employers.

FPES Performance Consultant Murry Wardle explains how the creation of the Screen-SAFE® technology in 2008 has revolutionised the way employers are able to integrate high volume screening into their recruitment processes.

"At FPES Australia, we understand the demands of the semi-skilled industry, which has high volume recruitment needs and casual or short-term labour requirements," he says.

"In this way, our Screen-SAFE® technology allows us to quickly identify applicants with current physical restrictions, those potentially ‘at risk’ of sustaining musculoskeletal injury, or those who may reaggravate pre-existing conditions once they commence work."

"Once an individual’s functional capacity is assessed, we pass on the information employers need to make an informed decision as to whether a role is physically appropriate for that specific individual, or if certain tasks may need to be adjusted."

By working alongside Acclaimed Workforce, employers are able to easily access these professional pre-employment screening services, and receive assessments that are tailored to their workplace and specific job requirements. You can find out more about our pre-employment screening services, or to contact us to learn more, here .

Vintage staffing update: how our wineries are faring

Fri, 15 Oct 2021 05:16:26 GMT

With the vintage season fast approaching, wineries across Australia are beginning to feel the crush of the labour shortage that has been left in the wake of the pandemic. With more than one-third of peak seasonal jobs on farms and wineries typically filled by overseas workers, as well as interstate travellers, lengthy border closures and state lockdowns have resulted in major staffing issues for wineries and vineyards over the last two years.

This lack of skilled and semi-skilled workers is particularly palpable as vintage approaches, with a shortage of workers across all areas, from picking and labouring, to wine making and working the cellar doors.

Despite vaccination rates increasing and initial discussions around Australia's international boarders reopening, it is highly unlikely that overseas labour will be back for the 2022 vintage, and employers should not rely on this as a sound staffing strategy.

Ed Milne, National Manager of Australia's leading wine recruitment agency, Acclaimed Workforce (formerly CozWine), says that in order for businesses to enter into vintage in the best possible position, planning will be vital.

"Not only has there been a significant reduction in the number of backpackers and working holiday makers, there's also been a huge drop in the number of international students who would usually work during this time,” Ed says. "Couple this with an all-time low unemployment rate and failing to plan really will mean planning to fail."

"All of these factors combined will see wineries really needing to think outside the box when it comes to their candidate-sourcing process for the 2022 vintage.”

According to Ed, rather than looking to international staff to fill these roles, employers could instead look to local talent and their current workforce and begin training and upskilling them as a way to prepare.

"The lack of international workers doesn't just cause a labour shortage, but also a skills shortage," he says. "Employers can look to locals and those workers already in their employ and put them through training programs, so as to gain the skills needed to fill their gaps." "In this way, they're literally creating their own skilled workforce, who already know their business and culture."

Acclaimed Workforce designs and implements such training and upskilling programs to its clients, connecting wine employers with the relevant industry bodies, training providers and government funding, to bridge their skills gap. He says there is even benefits for businesses to join together during these more challenging times to implement such initiatives.

"Companies should be collaborating to source and upskill workers," he says. "It's easier when you have a number of businesses working together towards the same end goal, and we've had some success with doing this."

Recent data has revealed that recruitment difficulty in Australia's regions is at an all-time high of 54 percent, overtaking recruitment difficulty in capital cities for the first time in decades. And as vintage approaches, the need for more hands-on-deck will only increase.

"Now's the time for wineries to reach out for assistance in sourcing and training locals, and accessing government funding." Ed says. "Labour is now so tight it can come down to just one worker calling in sick, or needing to test and isolate, and production can completely stop for the day."

If you need assistance with sourcing or training staff for vintage, Acclaimed Workforce can help. As a partner to Australia's largest wine producers, our consultants understand the specific needs of wine employers during vintage season. Contact us today to find out how we can help, or find staff here .

The “How To” of effective Toolbox Talks

Thu, 16 Sep 2021 00:44:40 GMT

Australia’s agriculture, trades and manufacturing employers are faced with some of the biggest challenges when it comes to managing workplace safety risks. This is due to the highly unique workplaces associated with these industries, such as farms, warehouses and factories, which often pose significant hazards and risks.

Over the last four years, for example, Australia’s manufacturing industry has ranked fourth highest in the number of workplace fatalities, and second highest for the number of serious injury claims. In South Australia alone, 4.5 percent of the total workforce is employed in agriculture, however almost 19 percent of workplace deaths occur on farms.

Frustratingly, the vast majority of these fatalities and serious injuries are avoidable if correct safety and injury prevention measures are taken.

One such measure that has been shown to be effective in reducing safety incidents within these workplaces are well-planned and strategic Toolbox Talks. In fact, employers that hold daily Toolbox Talks can reduce recordable incidents by up to 82 percent . Here, we shed light on what employers should consider when creating an effective Toolbox Talk for their workplace.

What is a Toolbox Talk?

A Toolbox Talk is another term for a safety meeting, often held with your co-workers at the start (or during) your shift. Alternatively, they may be held in response to particular safety concerns or an incident that occurred in the workplace. Their main purpose is to reinforce safety basics, focus on high-risk scenarios and to inform workers about changes to the jobsite and working conditions since their last shift.

Toolbox Talks can cover a wide variety of topics depending on your workplace, including machine operation, dangerous goods, forklifts, manual handling, noise, mental health, sun protection and hazardous substances.

Consideration for creating an effective Toolbox Talk

Toolbox Talks should cover specific topics on safety. Try not to make them too broad, and ideally keep them targeted to aspects of the specific jobs or tasks being performed on-site that day.
Toolbox Talks should be run on a regular basis. The frequency of meetings will also depend on the size, nature and location of the site and workforce.
Be sure to cover changes to the site, working conditions, machinery or safety processes.
Don’t forget that variable weather conditions need to be taken into account: heavy wind, ice, rain and heat can create unsafe conditions. Use Toolbox Talks to remind workers to be extra cautious when additional hazards from the weather are expected.
Aim to keep Toolbox Talks relatively short – around 10 minutes if possible.
Consult with your employees on the worksite about potential hazards and risks they’ve noticed, or areas they’d like more knowledge. Create safety meetings based on this.
Keep a record of meetings, feedback, decisions and action items, and regularly review safety solutions for effectiveness.
Refresher training is required by law on some topics. Make sure you’re aware of these and plan training around this.
Encourage worker participation and ask questions to ensure they have understood.
Toolbox Talks shouldn’t just be about physical injuries. It is important to address issues such as mental health, bullying and harassment too.
It can be beneficial to partner with a professional organisation that specialises in holding Toolbox Talks within your industry. This will ensure consistency, and can reduce claims and workplace injuries.

Acclaimed Workforce offers Toolbox Talks as part of its comprehensive Workplace Safety Management services . Working closely alongside you, we can create tailored training that directly relates to your industry, work site, job responsibilities and seasons.  Contact us today to find out more.

Effective job dictionaries: what they are and how to create one

Mon, 13 Sep 2021 01:28:07 GMT

Developing an effective injury prevention and management plan is crucial for any business, particularly those within the manufacturing, trades and agriculture sectors where rates of workplace injury and fatality are the highest in the country .

In 2019, there were over 114,000 serious worker’s compensation claims made in Australia, with the average claim costing an employer $5,800. Furthermore, once a worker has taken three months off work due to injury, the likelihood of their return to that workplace reduces to just 50 percent.

By creating foundations for a safer workplace, employers can reduce the financial burden of workplace safety claims, reduce staff absenteeism and the need to re-hire and improve workforce morale and performance. Job dictionaries are an important part of creating better safety outcomes for a business and its employees, however can often be overlooked.

Here, we discuss the purpose of job dictionaries and how employers can develop them, so you can cross your t’s and dot your i's in relation to building strong foundations of workplace safety.

What is a job dictionary?

According to Physiotherapist and Director of Physioactive David Giles, a job dictionary analyses each job role with the aim of detailing the specific physical, behavioural and cognitive demands of that role. By profiling the specific tasks required by a role, it becomes easier to identify the potential safety risks and hazards, allowing employers to implement preventative measures that reduce the likelihood of incidents occurring.

“The most important function of a job dictionary is the breakdown of the task which identifies the physical demands, potential injury risk and how each task can be performed safely,” he told Acclaimed Workforce. “This can help with injury prevention, making it safer to work within your environment.”

In addition, it also details environmental factors that may impact upon that particular role, such as inhalable dust and noise levels.

Allyce Walding, Coordinator of OHS & Injury Management at Acclaimed Workforce, says she discusses job dictionaries with all of Acclaimed’s clients and, even if there are already job dictionaries in place, she encourages employers to revisit them.

“Job dictionaries should be revisited and updated every time the role or task changes,” she says. “Even if it’s only a small change, it’s important that the documents remain relevant and specific so they can accurately identify suitable duties for employees who may be returning to work, and for safety measures that need to be implemented for those tasks more generally.”

What is involved in the creation of an effective job dictionary?

Due to the medical nature of this document, it is generally recommended to work with a trained Occupational Therapist (OT) or Physiotherapist to produce your job dictionaries. David says this ensures all elements of human function required by the role are captured.

“Physiotherapists and Occupational Therapists are experts when it comes to assessing work environments,” he says. “Combined with their knowledge on anatomy, physiology and the normal body mechanics, physio's and OT's can provide optimum assessment and feedback when it comes to providing an effective Job dictionary.”

A certified OT can work collaboratively alongside employers to ensure that job dictionaries are developed in line with your business’s specific needs. They will identify what operational tasks are undertaken frequently, infrequently, or seasonally and typically visit the site to observe workers performing each identified operation task. Depending on the workplace, this observation could involve:

Conversations with workers to understand specifics of their role.
Reviewing any documentation associated with the task.
Taking measurements of weight lifted along with pushing and pulling forces to determine physical load on the body.
Estimating time in selected postures and positions.
Taking videos or photos to assess possible environmental impacts.

From this assessment, an OT will then complete a job dictionary that will provide an overview of the key metrics associated with each operational task, including its overall physical and functional demands, including postural tolerances, weighted tolerances and the environment. A clinician will then typically analyse any equipment, tools, personal protective equipment and uniforms used, as well as shift patterns and scheduled breaks to ensure they allow for sufficient physical rest.

Why workplaces should have job dictionaries

Working alongside a professional will give employers the best chance of creating robust and effective tools across both the hiring and workforce management lifecycle. An effective job dictionary:

Can be used as a pre-employment tool that assists employers and hiring managers in determining whether prospective workers can safely perform the job that is to be assigned to them.
Allows workplaces to identify suitable return-to-work duties for injured employees based on their capacity as it correlates to the defined physical demands of the job. This can fast-track the return-to-work process and aid in building sustainable return-to-work plans.
Can assist with the creation of tailored injury prevention programs to ensure injury risks are minimised. For example, regular heavy overhead lifting may lead to the creation of a customised shoulder strengthening program or a tailored stretching program to assist with recovery.
Provide information employers need to create tailored induction and training for new employees that provides the safest possible working environment in the worker’s first few months – a time when injury rates are at their highest.
Be used to assess jobs and their associated tasks as they evolve due to the introduction of new machinery or processes. This provides a starting point from which new training and safety management plans can be created.

If you’re looking for a professional injury management plan to keep your workforce and business safe, contact Acclaimed Workforce today to find out more about our comprehensive safety services .

Are your employees really ok? It’s time to check in – here's how

Tue, 07 Sep 2021 23:32:02 GMT

It’s clear the pandemic has had a significant and wide-reaching impact on people’s mental health, the extent of which cannot yet be fully known. Statistics show that the semi-skilled, trades and agriculture industries already see some of the highest rates of mental ill-health within Australia’s workforce. Couple this with a pandemic and addressing the mental health and wellbeing of employees should be a priority for employers within this sector. Not only is it ethical, but it also ensures compliance and improves business outcomes.

A 2021 study found that the economic impact of mental health-related absenteeism for employers was $4.7 billion per year, while SafeWork NSW found that employees with moderate mental ill-health took an average of six additional sick days annually compared to their mentally healthy counterparts.

In light of R U OK Day on September 9, we’ve consolidated a range of articles and podcasts relating to employee mental health that Acclaimed Workforce has published since the beginning of the pandemic. These include information on everything from changing your workforce’s attitudes about mental health, to tips on creating a psychologically safe workplace.

As well as this, we’re sharing R U OK Day’s simple advice on how to ask employees if they’re really ok. Because while developing early help-seeking programs and building resilience are indeed crucial for creating healthy workplaces, sometimes a simple question posed in the right way can make all the difference.

How to ask employees if they’re really ok

R U OK? has developed four steps to help you navigate a conversation with someone you're worried about. Though these steps can be applied in any environment, employers and managers can use these as a way to begin a more open conversation about mental health, which can be particularly challenging in male-dominated workplaces.

Step 1: Ask are you ok?

Be relaxed, friendly and concerned in your approach.
Help them open up by asking questions like "How are you going?" or "What’s been happening?"
Mention specific things that have made you concerned for them, like "You seem less chatty than usual. How are you going?"
If they don’t want to talk, don’t criticise them. Simply tell them you’re still concerned about changes in their behaviour and that you’re there to support them if needed.

Step 2: Listen with an open mind

Take what they say seriously and don't interrupt or rush the conversation.
Don’t judge their experiences or reactions but acknowledge that things seem tough for them.
If they need time to think, sit patiently with the silence. Once they do speak, encourage them to explain: "How are you feeling about that?" or "How long have you felt that way?"
Show that you've listened by repeating back what you’ve heard (in your own words) and ask if you have understood them properly.

Step 3: Encourage action

Ask them what they’ve done in the past to manage similar situations, and how you can best support them.
If they've been feeling really down for more than two weeks, if appropriate, encourage them to see a health professional by saying something like: "It might be useful to link in with someone who can support you.”
If they do not already seek support from a health professional, you could refer them to your EAP, or recommend a service such as Lifeline or Beyond Blue .

Step 4: Check in

Pop a reminder in your diary to check in with the person in a couple of weeks. If they're really struggling, follow up with them sooner.
Ask if they've found a better way to manage the situation. If they haven't done anything, don't judge them. They might just need someone to listen to them for the moment.
Stay in touch. Remember genuine care and concern can make a real difference.

You can access more information and resources on R U OK Day here .

You may also find these articles relating to employee mental health and wellbeing useful:

Podcast episodes from our partner brand, Bayside Group:

If you’re looking for staff or require guidance on ensuring you’re compliant with workplace best practice, contact Acclaimed Workforce today.

Agriculture, manufacturing and wine: how they stack up when it comes to the gender pay gap

Mon, 30 Aug 2021 00:48:59 GMT

The Workplace Gender Equality Agency (WGEA) released the new national gender pay gap figure of 14.2 percent on August 19, an increase of 0.8 percentage points over the last six months. As a result, WGEA announced that Equal Pay Day 2021 will be on the 31st of August, marking the 61 extra days women, on average, must work to earn the same as men earnt that financial year. It is a symbolic day that helps to raise awareness of the barriers women face in accessing the same financial rewards for their work as men.

According to Average Weekly Earnings data from the Australian Bureau of Statistics (ABS), women earn an average of $261.50 less per week compared to their male counterparts. The data showed that lower wages for females were consistent across every industry in Australia: wine, agriculture and manufacturing are no exception.

Here, we look at the current gender pay gap within each of these sectors, as well as the leadership and employment opportunities afforded to the female workforce within these male-dominated workplaces.

The agriculture industry

Australia’s agriculture industry has a gender pay gap significantly larger than the nation’s average at 17.6 percent . This has however, dropped from 2016 when women earned 21.8 percent less than their male counterparts.

According to the Gender Equity Insights 2021 report, this drop is due in-part to the increase of the number of women in leadership roles that has occurred over the years. In fact, the report revealed that agriculture has made the most ground in the seven years to 2020, increasing the share of women on Boards by 10 percentage points.

Small Business Ombudsman Kate Carnell said the gender pay gap was a problem in heavily male-dominated industries such as agriculture, yet getting more women into senior leadership does make a difference.

"It's really important for male-dominated organisations to realise they will perform better if they have a more diverse group of people running their organisations,” she said . "When you have more women in leadership, it doesn't just bring down the gender pay gap, it also leads to better economic performance."

Her sentiment is backed up in a WGEA report titled Gender Equity Insights 2020: Delivering on Business Outcomes, which revealed a strong relationship between an increase in the number of women in key decision-making positions and subsequent improvements in company performance, profitability and productivity.

Agriculture employers can help women enter senior and leadership roles by providing training and mentoring opportunities, as well as understanding the systemic barriers that may impact a female employee’s ability to actively request promotion into a senior role, as men are characteristically more assertive when it comes to requesting promotions or pay rises.

To address this, training and educating Hiring Managers about unconscious bias will be key when it comes to creating a fairer hiring and promotional process. It can also be a good idea to enlist the assistance of external recruitment professionals , whose consultants implement practices that ensure biases don’t impact on the hiring decision.

The wine industry

By comparison, Australia’s wine industry has a much lower gender pay gap of just 3.5 percent for full-time employees. A growing number of females are also graduating from Viticulture and Oenology degrees, with Charles Sturt University now seeing close to an equal male-female split. Unfortunately, when it comes to finding employment, the gap widens, with women making up just 39.2 percent of the industry compared to 60.8 percent of men.

It seems, however, that some wine producers and industry bodies are taking action to change this. Last year, Australia’s largest wine company, Treasury Wine Estates made strides towards achieving its goal of 50% female representation in leadership roles by 2025, by enhancing its parental support offering.

Family-friendly policies are a significant factor contributing to Australia’s gender pay gap, as women continue to perform most of a household’s domestic work and child rearing duties. A 2019 WGEA study , found that flexible workplace policies and employer-funded paid parental leave schemes are integral to retaining female staff members during and after pregnancy. Employer-provided onsite childcare also increases the retention of female managers by almost 20 percent.

The manufacturing industry

According to Australia's Gender Equality Scorecard 2019/20, manufacturing is the industry with the fourth lowest gender pay gap, coming in at 12 percent. This is compared with 14.2 percent five years ago. Though lower than the national average, this still equates to full-time female-identifying employees earning $13,047 less annually than their male counterparts.

As of 2020, women made up only 27 percent of Australia’s manufacturing workforce. This lack of representation in the Australian labour market continues to be a persistent factor underpinning the gender pay gap, and shouldn’t simply be accepted by employers, particularly with the candidate shortages currently plaguing businesses.

While it is driven by the overarching social norms and stereotypes of the past, manufacturing employers can indeed take steps in the present to encourage a greater number of women to apply for roles within their businesses. By making yourself known as an equal-opportunity employer and writing job ads that are gender neutral, employers will see better hiring and business outcomes. Companies that fail to effectively champion gender diversity will significantly under-utilise their available talent pools, which can result in stunted business growth.

The journey to closing the gender pay gap is a significant one for all Australian companies and those in hiring or leadership roles, which will not be achieved without a strategic and systematic approach.

If you need assistance with inclusive recruitment practices, contact Acclaimed Workforce today .

Sourcing workers for Vintage: why wineries need to act now

Fri, 20 Aug 2021 02:15:19 GMT

Vintage is an incredibly busy time for the wine industry, when production peaks and wineries and producers need to be primed for harvest and winemaking. And though the 2022 Vintage might seem far away, preparation will be key when it comes to making the most of the season.

A large part of this, of course, will involve hiring and onboarding new staff to ensure there are enough employees to handle the additional workload. However, a unique set of circumstances from last Vintage and this year have created the “perfect storm”, which will make sourcing enough employees challenging. Above all, this means early preparation will be hugely important for wine industry employers.

We take a look at some of these factors and discuss how employers can act now to enhance their traditional hiring strategy to find and create alternative streams of talent.

An industry facing a significant labour shortage

More than one-third of peak seasonal jobs on farms and wineries are typically filled by overseas workers, according to the Australian Bureau of Agricultural and Resource Economics and Sciences. But with the cessation of overseas travel, the pandemic has resulted in a significant and drawn-out labour shortage for Australia’s wine industry.

This issue was prevalent last year, with wineries reporting the need to redeploy staff from cellar doors and hospitality venues to the vineyards and production to ensure grapes could be harvested and crushed. Employers in the wine industry can take important learnings away from the experiences of 2020 and, armed with the knowledge of a known labour shortage, do all they can to prepare themselves for the Vintage ahead.

For many wineries it can be beneficial to partner with a professional recruitment company that is skilled in hiring staff specifically for the wine industry’s Vintage season . As professional recruiters for the wine industry and with offices strategically located across Australia’s key wine regions, Acclaimed Workforce can quickly and reliably source and onboard staff, including pickers, forklift drivers, cellar hands and general labourers, for your Vintage season.

Lack of international travel means skills are in short supply

Ed Milne, National Manager of Acclaimed Workforce, says the lack of international travel has resulted in more than just a labour shortage, but also a skills shortage.

“Australia’s wine industry relies quite significantly on skilled overseas workers,” he says. “What usually happens is that once graduates complete their Oenology degree in Europe, they move from harvest to harvest. This means they are often two, three or even four harvests into their career by the time they reach Australia.

“This makes them highly sought after because of their level of experience and ability to perform multiple tasks. It’s a skill set that can be challenging for wine employers to replace.”

With heavy restrictions on international travel unlikely to ease before the 2022 Vintage, it will be crucial for employers to not only understand how many additional workers they will need, but also which skills they may fall short of. By identifying these requirements early, employers will have a better chance of sourcing the skill needed to put them in good stead for Vintage.

Unemployment rates at all-time low

In June this year, Australia’s unemployment rate dropped to its lowest in over a decade, adding yet another challenge for wine employers needing staff for Vintage. Though Australian workers typically make up a smaller portion of the Vintage workforce, their labour is still essential in ensuring grapes are harvested.

According to official Bureau of Statistics data, the unemployment rate fell to just 4.9 percent and has been declining for the last eight months. However, this is significantly lower in many regional areas. Ed Milne says this, coupled with the restrictions on international and national travel, has created the perfect storm that is unlikely to ease before the Vintage season.

“If you add it up, the industry is short tens of thousands of backpackers who would normally be working on Vintage. And now with unemployment rates so low, the available talent across all wine regions is even more diminished,” he says. “Competing for the highest skill sets and the best talent won’t be the biggest challenge anymore. Just securing enough workers to complete Vintage successfully will be difficult enough. That’s why preparing early will be crucial.”

Training and pre-employment programs

For Australians who are seeking work, an issue with employability is often their lack of entry-levels skills that are specifically required for roles in the wine industry. Entry level training requirements often include safety, manual handling, dangerous goods and confined spaces training, for example. Furthermore, there is a significant lack of forklift drivers throughout the wine regions, which is a skill required by many employers.

One way employers can combat this and make the most of the job seekers who are available to them, is to implement pre-employment training programs well ahead of Vintage. This means that by January, there will be a larger talent pool from which to source trained and qualified staff. Acclaimed Workforce creates and implements such training programs, with recent success being achieved at De Bortoli Wines in the Riverina.

“We are helping wine industry employers across multiple regions to build government-funded pre-employment training programs to create a new source of qualified talent for the wine industry, who can competently and safely perform their duties,” Ed says. “We’re recommending that employers begin their pre-employment training programs now to help attract people with limited experience, so there are available trained workers by the time Vintage rolls around.”

As specialist recruiters to the wine industry and with the capacity to develop pre-employment training programs that are tailored to our clients, Acclaimed Workforce can help you make the most of your 2022 Vintage. Contact us today , or register your staffing requirements here .

Creating a psychologically safe workplace for trades and semi-skilled workers during Covid

Thu, 19 Aug 2021 01:07:57 GMT

August marked Tradie’s National Health Month, a time when Australians raise awareness of the risks posed to those who work in trade and industrial occupations. Despite making up 35 percent of the workforce, statistics show that almost 3 in 5 serious workplace injuries involve a tradesperson. But while the physical safety of those working in the sector is often highlighted, the damage to their mental health is typically given much less attention.

For those working in trades, manufacturing and industrial settings, the jobs are often both physically and mentally challenging, with early morning starts, and work that can be labourious and require strong attention to detail.

Pair this with the pandemic, and it’s no surprise these employees are at risk of experiencing high stress and anxiety, burnout and mental ill-health. Whether laid off during the pandemic, working on reduced hours or needing to continue work throughout, it’s safe to say that COVID-19 has likely exacerbated any pre-existing workplace mental health challenges tradies may have been experiencing.

Poor mental health doesn’t only have a significant effect on individuals, but also on businesses. A 2021 study found that the economic impact of mental health-related absenteeism for employers was $4.7 billion per year, while SafeWork NSW found that employees with moderate mental ill-health took an average of six additional sick days annually compared to their mentally healthy counterparts. For employers within this sector, addressing the mental health and wellbeing of employees should be a priority. Not only is it ethical, but it also ensures compliance and improves business outcomes.

Here are some ways for employers to take a holistic and methodical approach to workplace mental health, both during and following the pandemic.

Identify any stigma around mental health

Over the last 12 months, 25.1 percent of men working in trades and industrial roles have experienced mental illness, compared to 18 percent of other Australian men. Furthermore, they are six times more likely to die from suicide than workplace accidents. Research suggests that one of the major reasons why these rates are so much higher for these roles is due to the stigma and lack of mental health literacy that permeates these male-dominated industries.

In the State of Wellbeing in Construction report, it was found that semi-skilled workers find it difficult to discuss feelings and emotions with colleagues, and the nature of the work has made social support more difficult. Two of the major concerns identified from the survey were “isolation at work” and “lack of social support”. This shows that the desire for greater connection and support from colleagues and managers is there, however the industry’s perpetually masculine culture may act as a barrier to this occurring.

For this reason, it will be important for employees to assess the culture within their own workplaces to identify whether there is a stigma around mental health and unhelpful masculine stereotypes at play.

Communication will be key

When it comes to addressing mental health in any workplace, communication will be crucial, particularly when it comes to driving a sustainable cultural change.

Communicating a mental health message once is unlikely to render the necessary impact on an ingrained culture. A more effective approach is to ensure that the message is being broadcast from the top , from team leaders and managers—both formally and informally—and through different channels. The aim is to give the recipient a broad range of opportunities to receive, understand, and connect with the message.

It will also be important to communicate the safety measures and precautions your business is taking with regards to minimising the risk of employees contracting Covid-19. According to a survey , one of the top stressors for those who worked on-site during the pandemic was concern about personally contracting Covid-19 (45 percent), and the risk of transmitting it to unvaccinated or at-risk children and loved ones (29 percent). Participants said both these concerns had a directly negative impact on their mental health.

Acclaimed Workforce’s Health Safety & Environment Manager says that in order to minimise stress around the potential of contracting Covid-19 in the workplace, it will be important for employers to effectively communicate the safety measures and protocols they are implementing.

“Direct and frequent communication, including emails or phone calls, as well as secondary communication, like signage will be necessary,” says Cameron Cranstoun. “Consistent reminders are essential, as after a while people tend to revert back to old habits and behaviours without even realising.

“Employers and managers may need to let employees know about the new ways the workplace may operate – for example staggered shifts or alternating lunch breaks – as well as inform them of new safety measures such as temperature testing and mandatory mask wearing.”

Building organisational resilience

Organisational resilience can be defined as the ability of an organisation “to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper". In the current uncertain climate, a focus on resilience-based programs at an organisational level can lead to better mental health outcomes for the workforce.

Such initiatives could involve leaders actively promoting and sharing their commitment to supporting and improving mental health, and additional training for leaders around this topic. In fact, when paired with leadership training, organisational programs focused on psychological safety and broad-based mental health awareness have proven to be effective in bettering mental health outcomes at work.

Partner with your people

Involving a wide range of people within your business and seeking input from employees will be an important component of developing an effective mental health strategy. Research has shown that when someone perceives to have control over their situation this empowers them to make active attempts to resolve problems and encourages them to approach their work in a positive way. Furthermore, this kind of attitude creates a more inclusive workplace, where employees feel valued and respected.

This will also help employers gain a better understanding of the individual needs of their workers. While an EAP might be sufficient for some, for those with complex and long-term mental health problems, which might be exacerbated by the stress of the pandemic, they might not be as useful. It is important to create a psychologically safe space where confidential discussions can take place and employees feel comfortable communicating their needs.

If you’re looking for staff, or wanting to create a mentally safe environment for your workforce, contact Acclaimed Workforce today . Our Workplace Safety Management and Employment Compliance services can help keep your business and workforce safe.

This employment training program helped one of Australia’s most noted wineries future-proof its workforce

Wed, 28 Jul 2021 23:24:31 GMT

Set against the backdrop of the Riverina in the south-west of New South Wales lies De Bortoli Winery, one of Australia’s most notable wine producers. The story of De Bortoli harks back to 1924, when Vittorio De Bortoli arrived in the Riverina after migrating to Australia from northern Italy with little more than a few coins in his pocket. Though the region’s flat plains and fertile red earth were completely different to what he had known, Vittorio together with his new wife, Giuseppina, established the roots for the De Bortoli label we know today.

Today, De Bortoli’s success is widely known, with the producer winning many awards and opening new vineyards and wineries across Australia . However, this success can also create the all too familiar challenge for regional workplaces: finding enough qualified and well-trained employees to help operations run smoothly.

In agricultural regions, a key driver of youth unemployment is a lack of entry level skills. For the wine industry specifically, entry level training requirements often include safety, manual handling, dangerous goods and confined spaces training, for example. Furthermore, there is a significant lack of forklift drivers in these areas, which is a skill required by many employers.

This challenge of finding qualified staff saw De Bortoli’s Warehouse and Distribution Manager, Stefan Simmonds, reach out to Acclaimed Workforce (formerly CozWine) for assistance. With an established Training and Upskilling service, Acclaimed Workforce selected, employed and trained a small group of young people for De Bortoli and the wine industry more broadly, through a program that provided multiple pathways of entry.

Manager of Acclaimed Workforce Edward Milne explains how training and upskilling plays a key role in assisting employers achieve their goals, both in regions and in cities.

“As a business, our purpose is to partner with our clients and candidates to deliver quality services that add and create value for the ir business and the community, ” he says. “This program and others we’ve developed like it, provide real value for our clients and our employees.”

The Program

In September 2019, Acclaimed Workforce partnered with De Bortoli Wines in Griffith to design and implement a successful four-week National Work Experience Program (NWEP) training program. Through the Employment Support Payment Scheme, participants worked a maximum 25 hours per week inclusive of training, at no cost to De Bortoli Wines. Acclaimed Workforce tailored the program to meet the specific needs of the wine company, ensuring participants were trained in the areas where there were skill gaps. This saw participants exposed to various areas of operation, including logistics and warehousing, laboratory, production and cellar.

All training was completed on-site at De Bortoli at no charge to the organisation, resulting in the following capabilities:

Contribute to work health and safety processes (AHCWHS301)
Shift materials using manual handling methods (TLID1001)
Implement the food safety program and procedures (FBPFSY2001)
Handle dangerous goods/Hazardous substances (TLID2003)
Licence to operate a forklift truck (TLILIC2001A)
Provide first aid (HLTAID003)

The outcome

Acclaimed Workforce’s tailored training program saw great outcomes for its client, with a 75% success rate for participants, and two securing permanent jobs at De Bortoli Wines. Another six of the participants gained casual employment across various food manufacturing sites such as citrus, wine and organic food production.

“Achieving a success rate above 50% for new entrants to an industry, and with permanent employment outcomes, demonstrates that this program was an outstanding success”, says Edward.

According to De Bortoli’s Stefan Simmonds, the program not only ensured De Bortoli’s business needs were met through the bridging of the skills gap, but also significantly increased the other participant’s employability within the wine and agriculture sectors in the Griffith region.

“The training program was a wonderful initiative; it didn’t just provide training but covered real hands-on scenarios and experiences for those in the search of logistics futures,” he says. “It enables companies to future build, succession plan and create valuable assets within teams by giving the individuals an opportunity who have had very little to no exposure to logistics.”

Acclaimed Workforce’s training and upskilling programs

Acclaimed Workforce brings industry, employers, government and training providers together to develop training programs of various sizes that bridge key skill gaps in Australia. Originating in regional areas to address major skill shortages in wine, agricultural and horticulture, our dedication to providing employment pathways has extended across our areas of specialisation to provide tailored solutions in regional and metropolitan areas.

We understand that every business has specific needs and is facing different challenges in relation to their workforce and recruitment. For this reason, we create training programs tailored to our clients’ requirements , whether centered around a region, industry or employer.

If you would like to learn more about Acclaimed Workforce’s Training and Upskilling services, you can find more information on our website or contact us directly .

Future-proofing the workforce for agriculture’s technological expansion

Fri, 23 Jul 2021 05:23:32 GMT

The Australian agricultural sector plays a crucial role in our country’s growth, contributing nearly $60 billion to the economy and directly employing around 228,000 on-farm domestic workers. In addition, over 1.5 million Australians are employed in industries that service and support the agricultural sector, including manufacturers, research scientists, technology developers, agronomists, biosecurity officers and engineers.

But it doesn’t stop there. Australian agriculture is on the brink of vast change, striving to meet the National Farmers’ Federation’s (NFF) vision of becoming a $100 billion industry by 2030 . To achieve this goal and remain globally competitive, the industry needs to grow significantly over the next 11 years. Whether it can do this will depend on, among other things, its ability to unlock the value of new technologies across the entire supply chain and attract those employees who are competent in leveraging them.

For those employers who are willing and able to embrace these technologies and digital advancements, they stand to see increased farming yields and profits, access to a wider international market, the ability to better withstand climate events and greater food and nutritional security.

Here are some ways the workforce is expected to change, and what employers should consider as the sector is propelled into the digital age.

A changing workforce

While there is the view that greater technology uptake and automation will lead to job loss, it is perhaps fairer to say that that it will instead lead to job change. It is predicted that the farming and agricultural job market will look very different in five to 10 years , and while the rate at which this will occur is disputed, there is general agreement that significant job change is inevitable: new skills will be needed for the work generated by new technologies.

Furthermore, the skill level across most existing jobs will likely rise, and digital skills will become increasingly important. This will include everything from programming and data capture skills to biotechnology, engineering and genomics.

Fostering young Australian-based talent

For decades, a seasonal and international workforce has been a primary source of labour for many Australian agricultural businesses. This is in part due to highly intense seasonal requirements as well as difficulties in finding available domestic employees. However, the arrival of the pandemic and the closure of international boarders has created a significant regional labour shortage, with employers only having the option to source employees from within Australia.

Further to this, Australia’s farming sector is considered an “ageing population”, with the average age of Australian farmers 57 years. By comparison, the average age of an Australian worker is 40 years. According to CSIRO’s report The Future of Australia’s Agricultural Workforce , this is concerning, particularly in terms of their ability to innovate and adopt new technologies to improve productivity.

It is important then for employers to harness young home-grown talent to improve the sustainability of their regional agricultural workforce. In many ways, the adoption of high-tech and digital advancements has the potential to do just this.

Innovative farming techniques and new agricultural technologies, including vertical farming, lab-grown produce, farm management software, land-surveying drones and “weedzapping robots” are transforming the perception of traditional farming into an exciting industry with a wide range of career opportunities.

Moving forward, it could be beneficial for employers to consider hiring technical, scientific, agribusiness and entrepreneurship graduates. This has the potential to bring young Australians to regional towns or rural areas to pursue a career in agriculture.

Training and upskilling initiatives

In a project led by KPMG titled the Agriculture Workforce Digital Capability Framework, it was found that 41% of roles in Australian agriculture will be impacted by technology in the next 10 years; 30% through automation (e.g. robotics) and 11% through augmentation (e.g. Artificial Intelligence and wearable devices). This makes it imperative for the oncoming workforce to possess the skills required to facilitate these advancements within agricultural workplaces.

A report titled ICT Use in Australian Agriculture revealed approximately one-third of farmers are struggling with the uptake of ICT tools due to insufficient skills within their workforce. This affected the operators of smaller farms more than larger agricultural organisations, with 40% claiming it is a challenge they’re facing.

What is concerning however, is that KPMG found only 5% of the training packages from the major industry bodies focused on teaching digital capabilities. Put simply, we are training for yesterday’s skills, and not those skills required for the jobs of the future.

Furthermore, it is not only technical skills that should be hired and trained for. The agricultural workforce of the future will likely need to possess generalist skills from a wide range of disciplines, including human resources, information technology, data science, management, marketing and trade. Changing demands across the agricultural workforce could potentially attract a new generation of graduates with a diverse set of technical skills, as well as soft skills such as the ability to collaborate and solve problems.

In this way, it can be beneficial to partner with an organisation that understands the specific requirements of the industry and your business to create a tailored training and upskilling program. Acclaimed Workforce works with employers across the agricultural, horticultural and manufacturing sectors to deliver customised training programs that can help to future-proof your workforce. Contact us today to find out more.

Upskilling the workforce in the face of technological advances in the food and beverage industry

Fri, 16 Jul 2021 00:33:48 GMT

When thinking of recent advances in technology, the food and beverage industry isn’t one that immediately springs to mind. But it is fast becoming a more connected, automated future of picking, packing and producing food.

With the world’s population increasing, the food and beverage industry is becoming increasingly competitive and dynamic in order to meet the new and growing demands of the modern consumer. Food manufacturers are today presented with a growing array of new technologies, including data, robotics, AI and the mechanisation of processing techniques, which automate manual processes and improve or replace conventional processing technologies.

For employers, this will have far reaching implications, including the ability to increase production and efficiency, reduce costs and potentially better the shelf life and safety of their products. As advances within the industry occur, it will also mean that food and beverage organisations will need to consider the skills of their workforce, and how these may need to change in order to fulfill the new requirements of jobs that utilise these technologies. In this way, upskilling and pre-employment programs can be a useful tool for employers when building a workforce that’s able to adapt to these innovative changes.

Here are four innovations shaping the future of food manufacturing and the skills that go with them.

Robotics in food packaging

The food processing and packaging market was valued at US$ 302.2 Billion in 2019 , and is predicted to reach US$ 386.9 Billion by 2025. This expansion has seen a significant uptake of automation technologies in order to meet demand, with 94% of food packaging operators now using robotics within their packaging process, according to a survey by the Association for Packaging and Processing Technologies.

Contemporary robotics allows for order picking and packaging to be much more efficient, reducing instances of human error. For example, once an order has been placed online, the robot will be able to detect the location of the specific product, package it and then provide the customer with real-time information and status of the product being delivered.

Food packaging robots provide the opportunity for workers to avoid performing repetitive and tedious production line tasks. Instead, these employees can be upskilled and trained within other areas, whether that be working directly with the technology, or even overseeing and managing the production line process.

Automation in food manufacturing

Robotics and automation have long-posed challenges for the food manufacturing sector, with the shape and size of food items often highly variable, making it hard for robots to grasp products. However, new advancements in grippers that can quickly but gently handle delicate or irregularly shaped items have been game-changing for the industry. So much so, that the value of the global food automation industry is expected to double within the next five years, reaching $2.5 billion by 2022 .

Many advanced grippers are often paired with robust robotic vision technology to guide an automated robotic arm, allowing it to compensate for variations in product shape. These autonomous solutions that robots bring mean that high precision movements take place, resulting in greater accuracy and consistency in processing applications and mitigating workplace accident levels.

The improvement of food safety

Though food safety should already be high on the list of priorities for most food manufacturers, this is likely to increase even more so following the pandemic, with consumers becoming increasingly concerned by food safety and traceability .

There are several innovative technologies that are being used to improve food safety and help companies reduce the number of spoilt product and recalls. Robotics, for example, are able to limit human contact with foodstuffs, and therefore decrease the risk of contamination leading to foodborne diseases.

Many food and beverage organisations are also implementing blockchains, which are secure, digital ledgers that hold information about various transactions and data. This allows for is complete transparency throughout the supply chain, because you can track goods from their origin all the way to distribution and sale.

The IoT and transportation

The food and beverage industry has a rather unique challenge with regard to supply chain operations. Food may be clean and correctly handled at the source with no traces of contamination, but it’s then passed on to a third party, whereby control is relinquished. There is a chance that refrigerated transport carrying frozen food may break down, or perhaps a distributor doesn’t appropriately store perishable goods, resulting in contamination.

This transportation stage can be more effectively tracked and optimised with the help from the IoT (Internet of Things) and smart, connected sensors . For example, sensors can be embedded in the packaging of foods to track their movements, while additional sensors can monitor storage temps, travel times, unexpected exposure, package tears and more.

Most importantly, these sensors are connected to a central data processing system where human workers can identify problematic changes. This setup allows supply chain participants to take action sooner in order to remedy potential problems or even pull contaminated goods out of the supply. In this way, employees are still an integral part of the process, however the skills they require are different to those more typically associated with traditional food manufacturing and processing.

If you’re looking to upskill your workforce or are interested in pre-employment programs, contact Acclaimed Workforce today, or learn more.

Why farms are the new high-tech workplaces

Fri, 16 Jul 2021 00:22:19 GMT

Typically, Australian farms are seen as relatively traditional workplaces, however new technology is increasingly revolutionising the industry. This is good news for Australian farmers, who have been forced to endure years of devastating drought, bushfires, and floods. And though tech can’t change the weather, it can help farmers better manage its effects.

Indeed, according to Australia’s Chief Scientist, Alan Finkel, innovation in our agriculture sector will be critical for the country’s economy, food security, revolutionising the supply chain and attempts to reduce the impact of global warming.

“With a supportive policy environment, workforce and investment, we are confident that the future of agriculture in Australia will be one in which data analytics and artificial intelligence are as at-home on the farm as they are in any other high-tech industry,” said Alan Finkel , upon the release of the Future of Agriculture Technologies report late last year.

This uptake of tech and data within the farming industry is seeing a new kind of workforce becoming increasingly sought-after by agricultural employers. Those with skills ranging from robotics and computer science to coders, machine learning and systems engineers are transitioning to the agriculture industry to help develop innovations that solve agricultural and horticultural challenges.

Here are just a few of the ways Agtech is changing the face of the industry and creating exciting job opportunities for those with scientific and IT skills and experience.

Sensors and the Internet of Things

When it comes to agriculture, there are a seemingly never-ending number of decisions for agricultural employers to make, from when the right time to plant is to deciding on correct hydration levels for their crops. Sensor technology and the IoT are becoming increasingly utilised as integrated decision support tools.

A sensor is a device that detects events or changes in the surrounding environment that converts this into a mechanical or electronic signal. Think a smartphone app that provides farmers with a visual representation of moisture and nutrient levels, soil health and crop availability. Or an alarm sounding when temperatures are predicted to spike beyond a crop’s limits, so actions can be taken to prevent crop deterioration before it occurs.

In this way, sensor technologies can contribute to higher productivity, quality and system sustainability across cropping, livestock, horticulture, forestry and aquaculture.

Personalisation and consumer experience

More and more consumers want the opportunity to customise or shape the products and services they consume, with the digital era giving them greater access to information about where these products come from and how they’re produced.

The rise in digital devices has led to growth in online shopping, with online data providing businesses with greater insights into customers’ purchasing patterns, history and interests.

While the shift from mass distribution to mass personalisation might initially seem impossible for farmers and growers to achieve, personalisation analytics are already being used in the agricultural supply chain. Agricultural retailers are increasingly investing in digital and data capabilities to improve business operations and customer experience. Businesses now have the capability to measure exactly what each customer wants and can adapt their processes and supply chain accordingly.

Genomic tools and biotechnology

A tech revolution is occurring within genomic and more affordable DNA sequencing technologies, which will advance genetic modification of crops and animals to increase resilience to climate variability, pests, disease and reduce the use of herbicides and pesticides.

Genomics is the study of an organism’s genetic information contained in DNA, which makes it possible to rapidly determine the genetic variation between different crop varieties. By applying powerful computing techniques, we are then able to determine which genetic variations are responsible for changes in plant performance, helping to predict desirable crop varieties.

For example, in South Australia, researchers are already applying genomic breeding practices to wheat, and have identified genes linked to dough quality. This has the potential to give Australia’s wheat farmers a competitive edge by making them more suitable for particular end-products, such as pastry or noodles. 

Food security and biosecurity

Demand for food is growing, with the population set to reach almost 10 billion by 2050 . According to a report by the UN, this would require a corresponding 70 percent increase in calories available for consumption, and this is alongside the degradation of land and increasing environmental pressures of climate change.

New and emerging technologies, such as surveillance and crop protection strategies, have the potential to manage pests and reduce plant and animal disease through early detection. This, alongside innovations that monitor how environmental fluctuations impact crops, could help to reduce the amount of spoiled produce and barren crops.

Furthermore, applications employing biotechnology and nanotechnology can be used to monitor the authenticity, quality and safety of food products. This will become increasingly important, given mounting consumer interest in products that are natural, ‘organic certified’ or locally grown. Post-Covid, issues such as improved traceability and real-time detection of microbial or chemical contamination have the potential to define businesses success, and technology can aid in such endeavours.

If you’re looking for an exciting job within the agriculture and horticulture industry, contact Acclaimed Workforc e today or search our jobs now.

Victoria criminalises wage theft

Thu, 08 Jul 2021 02:52:15 GMT

The issue of underpayment and wage theft has become a prominent one in Australia’s employment landscape. As the list of companies found to be underpaying staff grows, so too do the State and Federal Government’s measures to stamp it out.

In June last year, the Victorian Parliament passed the Wage Theft Bill 2020 (Vic) (Act). It was the first Australian jurisdiction to criminalise wage theft, followed shortly by the Australian Capital Territory and Queensland . The Victorian Wage Theft Act is now operative, making it a crime for an employer to commit wage theft.

These new laws will see the most severe ramifications in history for Victorian businesses and employers that don’t comply. Employers should therefore be vigilant in implementing systems that ensure compliance with relevant workplace laws, regulations, awards, and enterprise agreements.

Victoria’s new legislation

An estimated 13 per cent of the Australian workforce is underpaid , rising to 21 percent in retail, hospitality, construction and healthcare. This totals an estimated $1.35 billion in underpayment annually. Furthermore, 82 per cent of hospitality workers reported having been underpaid in their career.

As of the 1st of July 2021, it is now a criminal offence for an employer to:

deliberately underpay workers;
dishonestly withhold wages, superannuation or other employee entitlements;
falsify employee entitlement records to gain a financial advantage; or
avoid keeping employee entitlement records to gain a financial advantage.

Victoria’s wage theft laws target employers who deliberately and dishonestly withhold wages and other worker entitlements. Honest mistakes made by employers who exercise due diligence in paying wages and entitlements are not considered wage theft and are therefore not covered by the criminal offence.

These laws do not impose new record-keeping obligations on employers given the various pieces of legislation already requiring employers to keep employee entitlement records, including about allowances, annual leave and long service leave. The laws do however make it a crime to deliberately falsify these records or fail to keep them in order to gain a financial advantage or prevent the exposure of a financial advantage.

Penalties for non-compliance

Employers found to be deliberately stealing from their workers can now face jail time under the new Act, of which they are liable to imprisonment for 10 years. Maximum financial penalty for an individual can be up to $200,000 or up to $1 million for companies.

Speaking on the announcement of the new laws in June last year, former Victorian Attorney-General Jill Hennessy said employers who commit wage theft deserve to face the “full force of the law”.

“We promised to criminalise wage theft and we have delivered on that promise — employers who steal money and entitlements from their workers deserve to face the full force of the law,” she said in a statement .

Who can be charged under the Victorian wage theft laws?

The offences apply to employers and to ‘officers’ of that employer. Which roles are considered ‘officers’ depends on the entity type of the employer, but it generally applies to roles that have significant decision-making responsibilities within a business, such as:

directors
office holders
partners
people who may make substantial business decisions on behalf of the employer

The Wage Theft Act 2020 specifies who is considered an ‘officer’ of an employer.

What is the role of Wage Inspectorate Victoria?

Wage Inspectorate Victoria has been established to promote and enforce the Victorian Wage Theft Act and some other Victorian workplace laws. The legislation gives Inspectors powers to:

enter premises;
obtain information and documents;
seize evidence;
require a person to give evidence or answer questions under oath or affirmation; and
apply for and execute search warrants.

If Wage Inspectorate Victoria believes that a wage theft offence has been committed, the Inspectorate can take several steps, from issuing aa formal written warning to pursuing criminal proceedings.

What employers should do

Due to the complexity of modern industrial obligations, it is perhaps not surprising that errors in pay are made, which is why it is crucial for employers to apply rigorous systems to ensure all employees are paid in line with modern awards, industrial agreements, superannuation and penalty rates.

If you are concerned that there might be errors in your payroll system, or simply wish to have peace of mind, it can be useful to engage a third-party to complete a professional audit to ensure compliance. This provides employers with accurate information to establish the extent of any errors, and how to rectify them.

If you need assistance navigating salary clauses, modern awards and other salary considerations, the Acclaimed Workforce can help through our Employment Compliance services. Contact us today to find out more.

Cheers to National Wine Day: Here are 19 surprising things you didn’t know about wine to help you celebrate!

Mon, 24 May 2021 00:00:00 GMT

As today marks National Wine Day, here are 19 surprising things you didn’t know about wine to help you celebrate!

How to explain an employment gap during a job interview

Mon, 26 Apr 2021 00:00:00 GMT

There can be several reasons why someone might take a break from work and explaining this during an interview can be daunting. Here are some ways you can explain your time out of work to a potential employer and still put your best foot forward.

Celebrating 45 years in business

Thu, 22 Apr 2021 00:00:00 GMT

In March, our affiliated company the Bayside Group celebrated its 45th anniversary! Learn more about the company here.

Improve Agricultural recruitment outcomes with this long-term strategy

Wed, 21 Apr 2021 02:02:13 GMT

The pandemic has had significant ramifications for Australia’s agriculture industry. This isn’t only due to decreased tourism and sales; it is also the result of drawn-out and significant labour market shortages.

Much of the country’s agricultural work completed on farms and wineries has traditionally been carried out by travellers and international backpackers. In fact, more than one-third of peak seasonal jobs on horticultural farms have previously been filled by overseas workers, according to the Australian Bureau of Agricultural and Resource Economics and Sciences. But with the cessation of overseas travel cutting off Australia from the rest of the world, the pandemic has left a gaping hole in our agricultural labour market.

One saving grace for the industry was that many Australians who found themselves unemployed as a result of Covid-19 sought out work within Australia’s farming communities, and while this didn’t fulfill the labour need in its entirety, it certainly offered some respite for anxious employers.

“We’re talking about people who are highly skilled in some areas and used to an epic wage, and now they’re looking for work on farms,” Victorian Farmers’ Federation vice president Emma Germano said . “We’ve been saying, ‘how do we make ag sexy again?’ And it probably just did that overnight by itself.”

But with the economy showing signs of recovery and life in most states returning to some semblance of normalcy, many Australians who picked up farm work during this time may be considering relocating back to cities to find work. And with the overseas travel ban showing no sign of lifting with the exception of New Zealand, a continued labour shortage is a reality agricultural employers will likely need to face for a few years more.

What will be critical in this next period then, is for agricultural employers to try and keep workers engaged in the agricultural industry at large, not just their current role. This means that when a particular harvest wraps up, rather than simply returning to the city or leaving the industry, employees are open and willing to continue working for agricultural employers in these roles.

This could provide numerous future benefits for agricultural employers. There will be less pressure to entice new workers to the regions, as there will already be workers available. Even better, these people will have worked in agricultural roles before, if not within the same businesses. This means they’ll have likely developed the necessary skills and knowledge of the role and industry, saving time and money on training.

Here are some ways employers can keep workers engaged in the agricultural industry to improve access to a skilled workforce in the coming years.

Provide training and development

Offering training opportunities to your workers doesn’t just improve their performance overall, but also aids in retention. According to LinkedIn’s 2019 Workforce Learning Report , 94 percent of employees say that they would stay at a company longer if it simply invested in helping them learn. This is particularly true of younger generations, with research finding that roughly a quarter of Gen Z and Millennials say learning is the number one thing that makes them happy at work. Further to this, 27 percent of this age group say the number one reason they’d leave their job is because they did not have the opportunity to learn and grow.

This data is telling for agriculture employers and the industry at large. The more they can engage employees through training and learning programs, the more likely these workers are to want to continue in similar roles to utilise their new skills.

Within the agriculture industry, this training could involve one-on-one mentoring, facilitating specific industry certifications, safety training and helping workers gain machinery operating licenses, to name a few. Many states have training funding available for agriculture and other work, such as Smart and Skilled funding in NSW. These funded training options provide avenues for agriculture workers to gain pre-employment and upskilling training while working.

What is important to remember is that upskilling and training of employees shouldn’t just occur when they first arrive at your business – it should be ongoing. This allows employees to quickly adopt the latest industry developments and standards, ensuring they are always efficient and compliant.

Provide job continuity for casual workers

Perhaps one of the best ways to keep your workforce engaged with the industry is through offering work continuity, whether this be within your own business or another. If an employee has enjoyed their time performing agriculture work, there’s a likelihood they may wish to continue this work, even if their current role is ending. By removing barriers to finding new work, employers can help employees transition into another role within the industry.

There are several ways employers can do this: having a job board visible in the workplace allows employers to advertise upcoming positions within their own business. If they don’t have any roles until the next season, it provides an opportunity to promote jobs at other farms and workplaces within the local region. This helps to keep skilled workers in the area for when you need them next. Displaying brochures for industry recruiters also gives employees a chance to reach out and actively receive notifications about upcoming opportunities in the area.

“Acclaimed Workforce has an average casual tenure that’s greater than 16 months”, says the brand’s National Manager, Ed Milne. “Because we’re able to provide flexibility and continuity to our workforce, they’re engaged and excited about extending their time working within the industry.”

Affiliation with industry bodies

Another mechanism that will help keep workers engaged with jobs within the industry is to facilitate an affiliation with an association or industry group. This is a particular kind of networking that not only helps employees feel actively involved within the industry, but also provides another channel by which to hear about new jobs, training opportunities and meet employers and employees.

These associations often hold events or request feedback from both agriculture employers and employees, allowing both to periodically come together and make an active contribution to the industry. Industry connections are invaluable when it comes to making a workforce feel valued and committed to continued work.

If you would like to future-proof your recruitment strategy, you can encourage your workers to contact us.

Interviewing remotely? Here are four tips to decide if the job is right for you

Tue, 20 Apr 2021 00:00:00 GMT

Do you have a job interview coming up that will be conducted remotely? If you are currently preparing for one, you may be worried about how to know if the role will be right for you. Here are some tips to help.

New virtual platform expands Australia’s international wine market

Sun, 18 Apr 2021 00:00:00 GMT

In late April, a new virtual platform will launch that will allow wine buyers from around the world to discover and connect with Australian wines. Find out how you can get involved here.

Four challenges and opportunities facing manufacturing employers in 2021

Thu, 15 Apr 2021 00:00:00 GMT

How personal brands can help career prospects

Thu, 15 Apr 2021 00:00:00 GMT

With the use of social media increasing and job seekers’ online visibility on the rise, building a personal brand can be useful if you wish to get ahead in your career or get noticed in the job market. Here are our tips on how you can build your personal brand.

Reducing instances of workplace sexual harassment

Mon, 29 Mar 2021 00:00:00 GMT

With instances of sexual harassment making headlines, this is a timely reminder to employers to assess their workplace sexual harassment policies and determine if they are providing a safe environment for employees.

What employers need to know about changes to casual employment

Sun, 28 Mar 2021 00:00:00 GMT

Changing attitudes to keep the farming workforce safe

Wed, 24 Mar 2021 00:00:00 GMT

Though implementing new workplace safety measures is always a good idea, many employers may find it's the attitude and culture around safety that needs to change in order to achieve better OHS outcomes. Here are some ways to do just that.

Changing attitudes to keep the manufacturing workforce safe

Tue, 23 Mar 2021 00:00:00 GMT

The health and safety of manufacturing workers is a major source of concern, with the industry having the second highest serious claim frequency rate in Australia. So what can employers implement in order to achieve better OHS outcomes?

How improving organisational purpose can benefit employee engagement, branding and your bottom-line

Tue, 16 Mar 2021 00:00:00 GMT

#Choosetochallenge: Improving professional outcomes for female employees

Thu, 04 Mar 2021 00:00:00 GMT

Every organisation is capable of calling out gender bias and inequality. Here's how organisations can improve outcomes for women in the workplace and develop a stronger gender equality strategy.

Video technology can create a faster, more streamlined hiring process

Thu, 25 Feb 2021 00:00:00 GMT

If you are finding your current video recruitment methods time-consuming, cumbersome and ineffective, here are some benefits to embracing digital interviewing platforms that are specifically designed to help simplify your recruitment process.

How to update your resume to advance your career

Sun, 21 Feb 2021 00:00:00 GMT

If you’re not currently looking for a new job, chances are your resume is collecting virtual cobwebs. Here are some tips to help you give your resume the refresh it needs, so you're best positioned for new opportunities.

Challenges and change: how the pandemic is reshaping the wine industry

Sun, 21 Feb 2021 00:00:00 GMT

Here's how the pandemic has reshaped the wine industry and what winemakers should take into account when planning for the future.

How to make a great video job application

Fri, 19 Feb 2021 00:00:00 GMT

Companies are increasingly asking job seekers to supply a video as part of their job application. So with the right planning, you can create a professional-looking application video that leaves a lasting impression.

Building strong foundations for mental health in construction

Fri, 19 Feb 2021 00:00:00 GMT

Here are some steps employers can take in order to build mental health into their business and achieve better outcomes for their workers.

Five tips to help effectively manage hybrid teams

Thu, 28 Jan 2021 00:00:00 GMT

As restrictions ease and more employees return to the workplace, managers will now be tasked with leading a 'hybrid' team, and many for the first time. If you're in this position, here are five important considerations to help you.

Can an employee refuse to return to the workplace?

Tue, 26 Jan 2021 00:00:00 GMT

In Australia’s larger cities, many employers will start to bring more employees back into the workplace over the coming weeks. But what does the law say about employees’ rights to refuse to return to the workplace?

Job search tips for the New Year

Thu, 21 Jan 2021 00:00:00 GMT

The new year sees an increase in job openings, but it’s also a highly competitive time to secure a new role. Here are some tips you can implement to increase your chances of landing a new job at the start of the year.

China’s wine tariffs: why they’ve occurred and our industry’s response

Mon, 18 Jan 2021 00:00:00 GMT

In November, the Chinese government began placing tariffs on all Australian wine imports, striking a major blow to the industry. So why have these hefty tariffs been implemented and how has the wine industry responded?

Hiring for organisational cultural fit: does it hurt diversity and innovation?

Thu, 14 Jan 2021 00:00:00 GMT

The concept of hiring for a "cultural fit" has become more nuanced over time to better suit the modern organisation. But how do we ensure hiring for a cultural fit doesn't hinder diversity and inclusion, and what are some of the misconceptions about the term?

How to be more reflective and effective in 2021

Wed, 13 Jan 2021 00:00:00 GMT

Reflection has been proven to increase productivity by 23%, as well as increase creativity, engagement and motivation. Here are some ways to begin utilising reflection to help you be more effective.

Considerations for creating an effective hiring strategy during times of uncertainty

Tue, 12 Jan 2021 00:00:00 GMT

As restrictions around the country ease, many companies may be ready to kick-start their hiring process. Here are some major considerations to take into account when wanting to establish an effective hiring strategy post COVID.

4 ways technology is changing and improving the Australian wine industry

Tue, 12 Jan 2021 00:00:00 GMT

Here are four ways new tech is helping winemakers make the most of their crops and keep the county’s wine racks stocked with a high-quality drop.

The Fair Work Amendments Bill: what employers need to know

Wed, 16 Dec 2020 00:00:00 GMT

On 9th of December, the Morrison Government introduced the Fair Work Amendment Bill 2020, which introduces changes to the status and entitlements of casual employees, award flexibility, enterprise agreement approvals and greenfields agreement.

The interview questions employers can't ask you

Wed, 09 Dec 2020 00:00:00 GMT

Here, we explain which interview questions are acceptable, those that aren’t and how to respond if they come up during a job interview.

Not just a labour shortage: agricultural skills in demand

Wed, 25 Nov 2020 00:00:00 GMT

The news of Australia’s agricultural labour shortage crisis has made headlines over the last couple of months. But what is often not mentioned is that it is not just a labour shortage plaguing Australia’s farmers, but also a shortage of technical skills. So, where have the skills gone, and what can employers do about it?

Australian food and agribusiness set to soar: how employers can prepare

Thu, 19 Nov 2020 00:00:00 GMT

Despite certain challenges Australia’s food and agribusiness sector shows no sign of slowing down. Here, we look at some of the attraction & retention strategies that could assist Australian agribusinesses in preparing for the industry's enormous growth potential.

Create a more impressive resume by quantifying your achievements

Tue, 17 Nov 2020 00:00:00 GMT

Here's a list of 32 alternative quantifiable results you can include in your resume that can help position you as the best candidate for the job.

Foundations for your 2021 HR strategy

Mon, 16 Nov 2020 00:00:00 GMT

With the New Year approaching, it is important for HR leaders to revise their priorities for 2020-21 and grapple with shifts in work trends driven by the response to the pandemic. Here are some important things to consider.

COVID-19 exacerbates inequalities for women in the workplace

Fri, 13 Nov 2020 00:00:00 GMT

While it will be some time before the full effects of COVID-19 on women’s finances are known, Diversity Council Australia has announced it expects the pandemic to exacerbate the already existing gender pay gap.

Six key areas given government investment to boost onshore manufacturing

Fri, 13 Nov 2020 00:00:00 GMT

The government has recently announced a $1.5 billion 2020 Budget investment into building and sustaining local manufacturing. So, just how will this focus on shifting to offshore manufacturing alter the industry and what might employers need to take into account?

Why you should prepare for an exit interview and how to do it

Thu, 29 Oct 2020 00:00:00 GMT

Most people will change jobs at some stage throughout their lives, so it’s likely you’ll be asked to participant in an exit interview. Here are some tips on how to best prepare for one.

Gender diversity could aid in greater success for Australian wine industry

Wed, 21 Oct 2020 00:00:00 GMT

The benefits of greater gender diversity within the workforce should not be underestimated. Here are some of the benefits employees in the wine industry stand to gain by placing gender diversity front of mind when considering their hiring strategy.

2020 Report outlines 3 key ways for Australian manufacturers to succeed

Wed, 21 Oct 2020 00:00:00 GMT

Even before Covid-19 there were several key challenges holding the manufacturing industry back from achieving significant growth. Here we discuss how employers can address several of these through strategic changes to the hiring process and their workforce.

Employment relation developments of 2020: are you still compliant?

Mon, 19 Oct 2020 00:00:00 GMT

The pandemic has created a sudden & dramatic change to the way we work, and brought with it significant changes to workplace legislation. Here's a snapshot from our Workplace Relations team to make sure you're up to date.

Using Positive Performance Indicators to improve workplace HSE

Fri, 16 Oct 2020 00:00:00 GMT

During National Safe Work Month, we explore the ways in which Positive Performance Indicators offer a more proactive approach to Health and Safety that can reduce the risk of workplace accidents.

Changing careers? How to identify and sell your transferable skills

Mon, 12 Oct 2020 00:00:00 GMT

Whether you are changing industries or looking for a completely different role, showcasing your transferable skills may be the key to get your foot in the door. So how do you identify and showcase them to a potential employer to stand out in a competitive market?

Wage theft on hit list as Queensland becomes third state to criminalise the offence

Fri, 09 Oct 2020 00:00:00 GMT

After an initial inquiry into wage theft in Queensland and recommendations from its final report, the Queensland Government has also followed suit and passed new legislation to criminalise wage theft.

Successful onboarding systems during COVID-19

Thu, 24 Sep 2020 00:00:00 GMT

Onboarding employees into your business is an extremely important part of the hiring process. So how do you adapt your onboarding process to ensure it's effective during a pandemic?

Pandemic makes quality control and assurance crucial for food and beverage industry

Wed, 23 Sep 2020 00:00:00 GMT

With personal health and safety a top priority for consumers right now, there has never been a more critical time for food and beverage organisations to triple check their cross-contamination and hygiene protocols.

Has COVID-19 compromised corporate efforts to eliminate modern slavery?

Tue, 22 Sep 2020 00:00:00 GMT

As many Australian companies submit their first mandatory report under the Modern Slavery Act 2018, experts say that COVID-19 has significantly compromised efforts towards eliminating modern slavery. So what issues and risks could this pose for businesses?

Strategies to make outdated performance management processes more relevant

Thu, 17 Sep 2020 00:00:00 GMT

Here we look at some of the most common mistakes when it comes to performance management, and what you can do to implement a successful process.

How Australian winemakers can adapt to climate change

Thu, 10 Sep 2020 00:00:00 GMT

With demand for Australian wine both here and overseas continuing to grow, winemakers and growers are needing to adapt to the changes in climate. Here's how they can do this.

Six cover letter mistakes to avoid

Tue, 01 Sep 2020 00:00:00 GMT

Are you in the process of writing a cover letter? Here are the 6 most common mistakes to avoid if you want to make the best first impression on your potential employer.

Looking after your employee’s mental health as COVID-19 continues

Fri, 21 Aug 2020 00:00:00 GMT

This Thursday is ‘R U OK Day’, an important reminder to check in with those employees who may be struggling. Here are some steps employers can take to support employees' mental health and wellbeing during and after lockdown.

Managing hygiene and infection control in manufacturing facilities

Mon, 17 Aug 2020 00:00:00 GMT

Though maintaining a clean manufacturing facility should always be important, the pandemic has made hygiene and infection control crucial. Here are some considerations for employers to ensure businesses are compliant and workers are safe.

Warehouses in spotlight as Australian shoppers move online

Mon, 10 Aug 2020 00:00:00 GMT

The warehouse environment has been thrown into the spotlight, becoming the supply chain engine room during the COVID-19 pandemic. So, how has the warehouse environment changed, and what new considerations does this pose for employers?

7 steps to take when responding to key selection criteria

Wed, 29 Jul 2020 00:00:00 GMT

Submitting a high-quality response to selection criteria will play a significant role in positioning you as a qualified candidate. Here are 7 simple steps you can take to help you submit well rounded responses.

Finally have enough hours in the day with these 5 productivity tips

Fri, 24 Jul 2020 00:00:00 GMT

How many times have you thought “there just aren’t enough hours in the day” to get through your workload? If you find yourself struggling to get through, here are our five best tips to make those 24 hours in your day as productive as possible.

Wine goes online to keep country’s viticulture alive

Tue, 21 Jul 2020 00:00:00 GMT

Amongst the difficulties that 2020 has presented, winemakers and suppliers are pivoting in order to make the most of opportunities made possible through alternative distribution channels, technology and creative collaboration.

Unfair dismissal claims during COVID-19

Mon, 13 Jul 2020 00:00:00 GMT

The number of redundancies has dramatically increased since the pandemic, as well as the number of unfair dismissal claims. So what can employers do to ensure they are following best practice to keep them and their business safe?

7 common resume myths busted

Wed, 08 Jul 2020 00:00:00 GMT

Writing the perfect resume is challenging enough without having to work out fact from fiction. Here we bust 7 of the most common resume myths, so you can write your resume with confidence.

Local manufacturing making a comeback spurred on government funding and a growing grass-roots movement

Tue, 30 Jun 2020 00:00:00 GMT

The Australian government has recently announced it will ramp up funding for local manufacturers, while a growing grass-roots movement is showing increased public sentiment to support local.

Backpacker shortfall presents opportunities for Australians

Mon, 22 Jun 2020 00:00:00 GMT

In the wake of COVID-19 and bans of overseas travel in place, there are big gaps in the country’s workforce to assist. So what opportunities does this present for Australian workers?

Fair Work Commission announces minimum wage increase

Fri, 19 Jun 2020 00:00:00 GMT

On June 19 2020, the FWC delivered its decision on the review of the national minimum wage and modern award minimum wages, which will see the national minimum wage and award rates increase.

Opportunities for Australian manufacturing post COVID-19

Wed, 17 Jun 2020 00:00:00 GMT

The pandemic has thrown the spotlight on Australia’s manufacturing sector, with the sudden restrictions in overseas markets and the global demand for medical products. So, where does this leave the future of Australian manufacturing and what will it look like post COVID-19?

Resume keywords and search functionality: how to get noticed in a job seeker database

Tue, 16 Jun 2020 00:00:00 GMT

If you are struggling to get a job interview, you may want to think about your ‘searchability’ on online databases. If you haven’t considered this, here’s how you can start.

Harvest Labour Services to help fill labour shortfall

Thu, 11 Jun 2020 00:00:00 GMT

As Australia moves into its critical few months of peak harvest season, questions are being raised regarding how the industry will manage to complete the work.

How to answer 'the conflict' question in an interview

Mon, 01 Jun 2020 00:00:00 GMT

Conflict will occur in most workplaces at some stage, which is why the question "how do you deal with conflict" is common during interviews. Here are some of our tips on how to successfully answer this question in your next job interview.

How career planning can help you achieve your career goals

Tue, 28 Apr 2020 00:00:00 GMT

Career planning should occur at all stages of your career, not just when you’re first entering the workforce, so now might be a better time than you think to begin mapping out your career trajectory. Here’s how.

How to write an effective cover letter

Wed, 08 Apr 2020 00:00:00 GMT

A cover letter is an incredibly important part of your job application toolkit. That's why we’ve written this article that outlines how to craft each paragraph of your cover letter.

Important Employment Law Update: Change to Clerks Private Sector Award 2010

Mon, 30 Mar 2020 00:00:00 GMT

Recently there has been a request to increase the flexibility of the Clerks –Private Sector Award 2010 to assist businesses in saving jobs. Here are the changes.

How to choose the right referees

Fri, 13 Mar 2020 00:00:00 GMT

If you are being asked to provide the details of your job references after an interview, you’ve likely made it to the short list. So here are some tips on how to choose the best referees to help you get the job.

Workplace gender equality over 99 years away

Thu, 05 Mar 2020 00:00:00 GMT

How to ensure the safety of your workforce in peak periods

Mon, 02 Mar 2020 00:00:00 GMT

How can employers create a healthy workplace environment?

Mon, 24 Feb 2020 00:00:00 GMT

Why soft skills matter in today’s workforce

Wed, 12 Feb 2020 00:00:00 GMT

How to answer: “what is your salary expectation?”

Fri, 07 Feb 2020 00:00:00 GMT

Advanced manufacturing set to make waves in Queensland

Mon, 03 Feb 2020 00:00:00 GMT

Rebuilding Australia’s wine industry after the bushfires

Wed, 22 Jan 2020 00:00:00 GMT

Vintage is approaching: prepare your winery to avoid shortfall

Wed, 15 Jan 2020 00:00:00 GMT

Words at Work: How to use language to include those with disabilities

Mon, 13 Jan 2020 00:00:00 GMT

Interview prep: The importance of doing your research

Wed, 08 Jan 2020 00:00:00 GMT

Combine your skills with your passion: 6 jobs in the wine industry

Wed, 11 Dec 2019 00:00:00 GMT

Five recruitment tips for employers

Mon, 02 Dec 2019 00:00:00 GMT

How to protect your vineyard and workforce during a hot dry summer

Wed, 13 Nov 2019 00:00:00 GMT

How homogenous hiring can harm your business

Thu, 07 Nov 2019 00:00:00 GMT

How to ensure forklift safety in the workplace

Fri, 01 Nov 2019 00:00:00 GMT

Why the new whistleblower legislation is important for your business

Wed, 23 Oct 2019 00:00:00 GMT

Former son-in-law awarded compensation after employment family feud

Mon, 21 Oct 2019 00:00:00 GMT

Simple ways for job seekers to improve their LinkedIn profile

Thu, 17 Oct 2019 00:00:00 GMT

Manufacturing industry in hiring mode due to skills shortage

Tue, 15 Oct 2019 00:00:00 GMT

Permanent employees or on-hired workers: which is right for your business?

Tue, 15 Oct 2019 00:00:00 GMT

It’s only natural: continued growth in organic wines spurs on industry

Thu, 10 Oct 2019 00:00:00 GMT

How to make your Facebook profile employer-friendly

Thu, 10 Oct 2019 00:00:00 GMT

Championing mental health in the workplace: Lifeline comes to Bayside Group

Mon, 07 Oct 2019 00:00:00 GMT

Australian winemakers benefit from drop in Australian dollar

Tue, 17 Sep 2019 00:00:00 GMT

The benefits of hiring permanent employees in spring

Tue, 10 Sep 2019 00:00:00 GMT

Answering the interview question: ‘What is your biggest weakness?’

Mon, 09 Sep 2019 00:00:00 GMT

How to manage underperformance while minimising the risk of unfair dismissal claims

Thu, 29 Aug 2019 00:00:00 GMT

How to resign and leave on good terms

Tue, 27 Aug 2019 00:00:00 GMT

Changes to personal leave: accrual in days rather than hours

Mon, 26 Aug 2019 00:00:00 GMT

Tasmania: The new ‘France’ for quality wine

Fri, 23 Aug 2019 00:00:00 GMT

Pregnancy pitfalls during the hiring process

Wed, 21 Aug 2019 00:00:00 GMT

The benefits and challenges of being an automotive technician

Tue, 20 Aug 2019 00:00:00 GMT

How poor employer interviews can cost your business

Tue, 06 Aug 2019 00:00:00 GMT

New opportunities abound in FMCG manufacturing

Fri, 26 Jul 2019 00:00:00 GMT

Five things you should never do in an interview

Thu, 25 Jul 2019 00:00:00 GMT

Five reasons to hire temporary workers

Tue, 16 Jul 2019 00:00:00 GMT

Victorian Labour Hire Licence scheme update

Thu, 13 Jun 2019 00:00:00 GMT

Onboarding: Why it matters to your business

Thu, 30 May 2019 00:00:00 GMT

Why safety always comes first

Tue, 28 May 2019 00:00:00 GMT

Electrical worker harshly treated as employer's accusations fall flat

Tue, 21 May 2019 00:00:00 GMT

Moving on up: How to ask for a promotion

Wed, 08 May 2019 00:00:00 GMT

Where the jobs of the future are

Thu, 18 Apr 2019 00:00:00 GMT

Job opportunities in Australia are on the rise

Wed, 10 Apr 2019 00:00:00 GMT

Australian wines on show

Fri, 05 Apr 2019 00:00:00 GMT

To work for free or not to work for free

Fri, 29 Mar 2019 00:00:00 GMT

How Aussie winemakers can adapt to a changing climate

Tue, 12 Mar 2019 00:00:00 GMT

How to get over imposter syndrome

Tue, 05 Mar 2019 00:00:00 GMT

Harassment at work: Safeguarding employees in the workplace

Tue, 26 Feb 2019 00:00:00 GMT

5 ways to show you're well-suited for a role

Wed, 13 Feb 2019 00:00:00 GMT

Summer High: What heatwaves mean for the Australian wine industry

Wed, 06 Feb 2019 00:00:00 GMT

How do you answer 'where do you see yourself in five years?'

Tue, 05 Feb 2019 00:00:00 GMT

Tell me about yourself: How to answer it

Thu, 31 Jan 2019 00:00:00 GMT

Looking after your employees' mental wellbeing

Tue, 29 Jan 2019 00:00:00 GMT

Simple tips to speed up the hiring process

Thu, 24 Jan 2019 00:00:00 GMT

The do's and don'ts of moving interstate

Mon, 21 Jan 2019 00:00:00 GMT

The importance of a job description

Wed, 02 Jan 2019 00:00:00 GMT

Hiring skilled labour with on-hire labour agreements

Wed, 19 Dec 2018 00:00:00 GMT

Wine exports to China to grow under new trade deal

Thu, 13 Dec 2018 00:00:00 GMT

Nine questions to ask in your next job interview

Wed, 12 Dec 2018 00:00:00 GMT

What you can't ask in a job interview

Wed, 05 Dec 2018 00:00:00 GMT

Why regional Australia is right for you

Thu, 29 Nov 2018 00:00:00 GMT

Gig economy delivered warning as FWC rules on Foodora unfair dismissal case

Tue, 27 Nov 2018 00:00:00 GMT

How to make a permanent impression in a temporary role

Mon, 19 Nov 2018 00:00:00 GMT

Currency exchange firm underpays employees by over $1.3 million

Mon, 12 Nov 2018 00:00:00 GMT

Tips to ace your next phone interview

Thu, 01 Nov 2018 00:00:00 GMT

The benefits of using contract or temporary staff

Fri, 26 Oct 2018 00:00:00 GMT

Minimising risk in high risk workplaces

Mon, 22 Oct 2018 00:00:00 GMT

5 ways to avoid job regret

Thu, 11 Oct 2018 00:00:00 GMT

A moment is all it takes for SafeWork

Fri, 05 Oct 2018 00:00:00 GMT

Addressing low literacy and numeracy in your business

Sat, 25 Aug 2018 00:00:00 GMT

Visa reforms to skilled migration programs

Thu, 21 Jun 2018 00:00:00 GMT

5 steps to the perfect cover letter

Thu, 31 May 2018 00:00:00 GMT

Why you should customise your CV for job applications

Fri, 13 Apr 2018 00:00:00 GMT

Social Media activity still grounds for reasonable dismissal within reason

Fri, 06 Apr 2018 00:00:00 GMT

How to tackle pay discussions in a job interview

Mon, 26 Mar 2018 00:00:00 GMT

What does 'cultural fit' mean?

Thu, 15 Mar 2018 00:00:00 GMT

What interesting skills or attributes can you add to your CV?

Thu, 15 Feb 2018 00:00:00 GMT

What is the cost of a bad hire?

Thu, 15 Feb 2018 00:00:00 GMT

4 curveball questions to ask in a job interview

Tue, 30 Jan 2018 00:00:00 GMT

3 tips to staying safe in a warehouse workplace

Mon, 20 Nov 2017 00:00:00 GMT

How to overcome the biggest challenges of the job search

Fri, 17 Nov 2017 00:00:00 GMT

How to unleash the true potential of your talent

Wed, 01 Nov 2017 00:00:00 GMT

3 strengths to future-proof your career

Tue, 17 Oct 2017 00:00:00 GMT

Reduction of regular and systematic casual's hours rendered an act of constructive dismissal

Fri, 06 Oct 2017 00:00:00 GMT

3 ways to continue your professional development

Thu, 31 Aug 2017 00:00:00 GMT

When does an employee's service with one employer transfer to another?

Mon, 28 Aug 2017 00:00:00 GMT

How to ensure your CV hits the mark every time

Thu, 27 Jul 2017 00:00:00 GMT

Landing the big one: Interview tips to keep candidates keen

Sat, 08 Jul 2017 00:00:00 GMT

Why you need a sharp LinkedIn profile and how to get one

Wed, 05 Jul 2017 00:00:00 GMT

3 social media mistakes that are harming your job search

Tue, 27 Jun 2017 00:00:00 GMT

3 ways to fast forward your job search

Sat, 24 Jun 2017 00:00:00 GMT

Technology is driving Australia's manufacturing sector

Thu, 25 May 2017 00:00:00 GMT

Fair reason to dismiss does not always mean a fair dismissal

Tue, 09 May 2017 00:00:00 GMT

The impact of digital recruitment on your hiring process

Mon, 08 May 2017 00:00:00 GMT

3 tell-tale signs it's time for a new job

Wed, 22 Mar 2017 00:00:00 GMT

Tips for following a new career path

Wed, 01 Mar 2017 00:00:00 GMT