Linq HR - Blogs (Information) #fair work actLinq HR - Blogs (Information) #fair work acthttps://www.linqhr.com/blogs/tag/fair-work-actWed, 29 Apr 2026 20:11:49 +1000http://zoho.com/sites/<![CDATA[Why Recording Minutes Matters in Enterprise Negotiations]]>https://www.linqhr.com/blogs/post/why-recording-minutes-matters-in-enterprise-negotiationsClear and accurate minutes are one of the most effective tools for achieving a smooth and compliant enterprise bargaining process.]]>

Enterprise agreement negotiations are complex. With multiple stakeholders and legal obligations, keeping accurate minutes is not just good practice, it is essential.

Key benefits of issuing minutes:
  • Transparency: Records ensure all parties share a clear understanding of discussions and commitments (Fair Work Commission, 2022).
  • Compliance: Minutes help demonstrate “genuine agreement” under the Fair Work Act 2009, which is vital when seeking Fair Work Commission approval (Fair Work Ombudsman, 2024).
  • Progress tracking: They provide a timeline of negotiations, highlight outstanding issues, and maintain accountability.
  • Risk reduction: Minutes minimise misunderstandings and help resolve disputes quickly (Australian Government, 2023).
  • Governance: Boards and executives expect evidence of due diligence. Issued minutes show the process was managed professionally and responsibly (Australian Institute of Company Directors, 2024).

Minutes should be issued soon after each negotiation meeting and ask for feedback from all in attendance on clarifications and corrections.

Accurate minutes are more than a record, they are protection, potential evidence, and a vital governance tool in achieving a successful enterprise agreement.

If you need assistance planning and negotiating an Enterprise Agreement Linq HR has the experience and expertise to assist. Contact us in Melbourne at 1300234566.

References
Australian Government. (2023) Guide to managing workplace disputes. Canberra: Commonwealth of Australia. Available at: https://www.fairwork.gov.au/
Australian Institute of Company Directors. (2024) Good governance guide: recording and keeping minutes. Sydney: AICD. Available at: https://www.aicd.com.au/
Fair Work Commission. (2022) Enterprise agreements benchbook. Melbourne: Fair Work Commission. Available at: https://www.fwc.gov.au/
Fair Work Ombudsman. (2024) Enterprise bargaining. Canberra: Fair Work Ombudsman. Available at: https://www.fairwork.gov.au/
]]>Mon, 08 Sep 2025 14:23:17 +1000<![CDATA[Time to Check your Labour Hire Model. Lessons from BHP’s Fair Work Commission Defeat]]>https://www.linqhr.com/blogs/post/your-labour-hire-model-is-under-scrutiny-lessons-from-bhp-s-fair-work-commission-defeatEmployers using labour hire arrangements, particularly in sectors such as mining, manufacturing, logistics, and construction, should urgently review their compliance with the Fair Work Act’s amended labour hire provisions ahead of increased enforcement.]]>
In a pivotal decision that is expected to have wide ranging impacts across the mining and labour hire sectors, the Fair Work Commission (FWC) has upheld an application by the Mining and Energy Union (MEU) concerning the use of labour hire workers at BHP’s Goonyella Riverside, Peak Downs and Saraji mines located in Central Queensland.

The ruling clarifies the intent and strength of the “Same Job, Same Pay” provisions under the Fair Work Act 2009, as amended by the Closing Loopholes No. 2 Act 2024.

Case Overview
The MEU submitted a significant application on behalf of over 1,600 labour hire workers across several of BHP’s Queensland coal sites, including Goonyella Riverside, Peak Downs, and Saraji. These workers, employed by BHP’s in-house labour hire subsidiary Operations Services (OS), as well as external agencies such as WorkPac and Chandler Macleod, were found to be earning between $10,000 and $49,000 less per annum than directly employed mineworkers performing equivalent roles (ABC News, 2025).

BHP had argued that OS was providing a separate “service” and that the arrangement did not fall under the labour hire provisions outlined in the new laws. The company claimed these workers were engaged on different performance frameworks and rosters that distinguished them from enterprise agreement covered employees (The Australian, 2025).

FWC’s Decision and Its Significance
The Commission rejected BHP’s argument, ruling that the OS arrangement was, in substance, a labour hire model. The FWC stated that OS workers were doing “the same, or substantially the same, work” as directly employed mineworkers and were therefore entitled to the same full rate of pay (Fair Work Commission, 2025). This means BHP must now ensure that all labour hire workers across these sites receive parity with employees covered under the applicable enterprise agreements.

The decision will see approximately 2,200 labour hire workers receive pay rises of up to $30,000 per year, with BHP facing a total cost impact of around $66 million (Australian Financial Review, 2025). This outcome sends a clear message to employers that internal subsidiaries or alternate structures cannot be used to circumvent enterprise bargaining outcomes.

Implications for Employers
This case is a landmark test of the new Same Job, Same Pay provisions and demonstrates that:
  • Host employers cannot avoid pay parity by creating in-house labour hire companies or using third-party agencies where workers perform the same work as their direct employees.
  • Labour hire providers and host businesses must closely assess job equivalence and ensure workers are paid in line with enterprise agreement conditions.
  • Fair Work Commission orders can be sought by unions, employees or the Fair Work Ombudsman, making non-compliance highly visible and enforceable.

This Goonyella Riverside ruling highlights the Fair Work Commission's intent to strictly apply equal pay for equal work principles, reinforcing protections for labour hire workers and promoting wage fairness in the mining sector and beyond.

Employers using labour hire arrangements, particularly in sectors such as mining, manufacturing, logistics, and construction, should urgently review their compliance with the Fair Work Act’s amended labour hire provisions ahead of increased enforcement.

For further information or assistance in aligning your labour hire practices with current legislation, please contact Linq HR.

      🌐 Visit: www.linqhr.com

📞 Call: 1300234566

References 
ABC News (2025) Fair Work Commission case accusing BHP of underpaying labour hire workers.  Available at: https://www.abc.net.au/news/2025-01-20/qld-meu-bhp-same-work-same-pay-fair-work/104837684
Australian Financial Review (2025) BHP loses $66m fight over labour hire laws in landmark ruling. Available at: https://www.afr.com/work-and-careers/workplace/bhp-loses-66m-fight-over-labour-hire-laws-in-landmark-ruling-20250704-p5mclj 
Fair Work Commission (2025) Decision: Mining and Energy Union v BHP – Goonyella Riverside Mine (Labour Hire Provisions).Available at: https://www.fwc.gov.au/documents/decision-pdf/2025fwcdecision-bhp-goonyella-samejob-samepay.pdf
The Australian (2025) Unions win landmark test case against BHP for ‘same job, same pay’. Available at: https://www.theaustralian.com.au/nation/unions-win-landmark-test-case-against-bhp-for-same-job-same-pay/news-story/87bccf967c7c9275296fb64444063dc7 
]]>Tue, 08 Jul 2025 11:24:48 +1000<![CDATA[Possibly the Most Important Step in a Fair Dismissal: The Right to Respond]]>https://www.linqhr.com/blogs/post/the-most-important-step-in-a-fair-dismissal-the-right-to-respondIn Australian employment law, one of the most fundamental principles underpinning a fair dismissal process is the employee’s right to respond to allegations before any final decision to terminate their employment is made.]]>
In Australian employment law, one of the most fundamental principles underpinning a fair dismissal process is the employee’s right to respond to allegations before any final decision to terminate their employment is made. 

This principle is not only best practice for all supervisors and managers, it is enshrined in legislation. Section 387 of the Fair Work Act 2009 outlines the criteria for considering whether a dismissal was harsh, unjust or unreasonable, and central to this assessment is whether the employee was given an opportunity to respond to any reason related to their capacity or conduct that may justify dismissal (Fair Work Act 2009, s.387(c)).


Why the Right to Respond Matters
Giving an employee the chance to respond reflects the basic tenets of procedural fairness, also alternatively known as natural justice. It acknowledges the right of individuals to be heard and ensures decisions are made based on all relevant facts rather than assumptions or incomplete information. In cases involving conduct or performance concerns, it is possible that the employer has misunderstood the situation, or that mitigating circumstances exist which should be taken into account before deciding to end employment.

The Fair Work Commission (FWC) has for a long time reinforced the importance of this step. In Crozier v Palazzo Corporation Pty Ltd t/a Noble Park Storage & Transport, the Full Bench stated, amongst other things, that procedural fairness requires that an employee be warned about unsatisfactory performance and given an opportunity to respond before dismissal (FWC, 2001).

Section 387 and Procedural Fairness
The Fair Work Act 2009 requires the FWC to consider several factors when determining whether a dismissal was fair, including:
- Whether there was a valid reason for the dismissal (s.387(a))
- Whether the employee was notified of that reason (s.387(b))
- Whether the employee was given an opportunity to respond (s.387(c))

Failure to provide an opportunity to respond may result in a dismissal being found unfair, even where a valid reason exists. The rationale is simple: if an employee is not allowed to tell their side of the story, the decision maker cannot be confident that the decision to dismiss is justified, appropriate, or proportionate.

A Practical and Ethical Imperative
From a practical management perspective, allowing the employee to respond may assist in resolving misunderstandings or lead to alternative outcomes such as training, redeployment, or performance improvement plans. Ethically, it demonstrates respect for the dignity of the individual and supports a culture of transparency and fairness in the workplace. Sometimes, even after a somewhat thorough investigation, new facts can emerge from the employee in question.

Even where the outcome may still be termination, the process followed can influence whether a dismissal is considered fair. There area a myriad number of cases where employees have clearly been terminated for valid reasons but have been reinstated or compensated due to simply not being asked to give their view before the termination decision was made and communicated.

Supervisors Fear of Hearing Something That Might Change the Outcome
In some cases, supervisors or managers hesitate to give an employee the opportunity to respond before termination out of fear that the employee might say something that complicates or challenges the decision. This fear, while understandable, is misplaced.

It is natural for an employee facing possible dismissal to present reasons why they believe termination is unwarranted. However, allowing the employee to respond does not mean the termination cannot still proceed. It simply means that all relevant information, especially any mitigating circumstance, has been fairly considered before the final decision is made.

The right to respond is far more than a procedural formality. It is a critical safeguard for both the employee and the employer. Respecting this right ensures the dismissal process is fair, legally sound, and defensible. It also serves as a final checkpoint to confirm that the decision to terminate is based on complete and accurate information.

📩 Contact Linq HR today to explore tailored support for your employee relations and workplace management.

      🌐 Visit: www.linqhr.com

📞 Call: 1300234566
References 
Fair Work Act 2009 (Cth), s.387
Crozier v Palazzo Corporation Pty Ltd t/a Noble Park Storage & Transport [2001] AIRC 377.
Fair Work Commission (2024) Unfair dismissal – criteria for harshness. Available at: https://www.fwc.gov.au/benchbook/unfair-dismissals-benchbook
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]]>Fri, 06 Jun 2025 12:33:59 +1000<![CDATA[Annual Wage Review 2025 – Fair Work Commission Announces 3.5% Increase]]>https://www.linqhr.com/blogs/post/annual-wage-review-2025-–-fair-work-commission-announces-3.5-increaseThe Fair Work Commission (FWC) has announced a 3.5% increase to the National Minimum Wage and all modern award minimum wage rates, effective 1 July 2025.]]>

The Fair Work Commission (FWC) has announced a 3.5% increase to the National Minimum Wage and all modern award minimum wage rates, effective 1 July 2025. 

This makes the new national minimum wage $948.00 per week or $24.95 per hour for a 38 hour week, effective from the start of the employee’s first full pay period on or after 1 July 2025. Casual loading is 25 per cent for award/agreement-free employees.

This decision forms part of the Commission’s Annual Wage Review, a statutory requirement under the Fair Work Act 2009. While the National Minimum Wage affects a small group, the adjustment to modern award wages directly impacts approximately 20.7% of Australian employees, many of whom are low paid, part-time, casual, and disproportionately female.

The key motivation behind this year’s increase is to address a 4.5% decline in real wages for modern award reliant employees since 2021. Inflationary pressures had prevented earlier corrective action, but with inflation now returning to the Reserve Bank OF Australia's target range (2–3%), the Commission determined that restoring real wage value is both timely and necessary.

Industries most affected include Retail, Accommodation and Food Services, Health Care and Social Assistance, and Administrative Support Services, where award reliance is highest. Despite these challenges, the Commission concluded that Australia’s strong labour market, steady profits in the non-mining sector, and economic growth forecasts support the wage rise.

The FWC also reaffirmed its commitment to gender pay equity, confirming it will proceed with a review of professional award classifications to address gender based undervaluation.

Employees can review specific award updates on the Fair Work Commission website at https://www.fwc.gov.au 

📩 Contact Linq HR today to explore tailored support for your employee relations and workplace management

      🌐 Visit: www.linqhr.com

📞 Call: 1300234566


Source:


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]]>Tue, 03 Jun 2025 13:43:12 +1000<![CDATA[Major Changes to Employee Relations Legislation in Australia (2022–2024): Impacts on Workforce and Productivity]]>https://www.linqhr.com/blogs/post/major-changes-to-employee-relations-legislation-in-australia-2022–2024-impacts-on-workforce-and-prodOver the past three years, Australia has witnessed substantial reforms to employee relations legislation, reshaping the employer and employee dynamic.]]>

Over the past three years, Australia has witnessed substantial reforms to employee relations legislation, reshaping the employer and employee dynamic. 


While many changes focus on fairness and employee protections, several reforms offer some potential improvements through workforce stability, clarity, and modernised workplace practices, but none perhaps go directly towards assisting the core commercial requirements of business to make ongoing productivity improvements to compete globally and improve our overall longer term standard of living.


1. Secure Jobs, Better Pay Act 2022

The Secure Jobs, Better Pay Act introduced major reforms to the Fair Work Act 2009. These include enabling multi employer bargaining in low paid sectors, strengthening rights to flexible work, banning pay secrecy clauses, and placing a positive duty on employers to prevent sexual harassment. By fostering inclusive workplaces and improving job security, these reforms aim to reduce turnover and increase employee engagement. (Fair Work Ombudsman, 2023a).


2. Paid Family and Domestic Violence Leave

From February 2023 (for large employers) and August 2023 (for small businesses), employees gained access to 10 days of paid family and domestic violence leave. By supporting employees during personal crises, this reform may reduce unplanned absenteeism and enhance employee well being. (Fair Work Ombudsman, 2023b).


3. Closing Loopholes Acts 2023 and 2024

These amendments tackle wage theft, regulate labour hire arrangements to ensure pay equity, and clarify the definition of casual employment. Notably, the introduction of a "same job, same pay" framework aims at providing clarity for employers and reduce legal ambiguity, which can otherwise result in workplace disputes and inefficiencies (Fair Work Commission, 2024a).


4. Right to Disconnect (2024)

From 2024, employees gained the right to refuse unreasonable after hours work communications. Though initially seen as a restriction, this change could perhaps support productivity by protecting employee rest time and reducing burnout—key factors in maintaining long term workforce performance (Fair Work Commission, 2024b).


Productivity Implications for Employers

While some changes present compliance costs, others may improve workforce stability, clarity in employment relationships, and employee satisfaction. These are essential components of a productive and resilient business model. For example, a well rested and engaged workforce may tend to report fewer errors and deliver more consistent performance outcomes. Whether all these reforms will result in any real future core productivity improvements then only time will tell by our standard of living improving correspondingly.


📩 Contact us today to explore tailored support for your employee relations and workplace management

                   🌐 Visit: www.linqhr.com

📞 Call: 1300234566


References


]]>Thu, 24 Apr 2025 13:18:41 +1000<![CDATA[Navigating Employee Relations: Conciliatory vs Combative Approaches]]>https://www.linqhr.com/blogs/post/navigating-employee-relations-conciliatory-vs-combative-approaches-to-union-engagementIn the intricate landscape of employee relations, the approach towards unions and the workforce holds significant sway over organisational climate and productivity.]]>
In the often intricate landscape of employee relations, the approach towards unions and the workforce holds significant sway over organisational climate and productivity. 

The debate between adopting a conciliatory or combative stance is central to shaping these relationships. 

A conciliatory approach, characterised by collaboration, mutual respect, and open communication, seeks to build trust and foster a positive working environment. By addressing grievances and negotiating in good faith, organisations can encourage dialogue and cooperation, leading to innovative solutions beneficial to both employer and employees (Kochan, Katz & McKersie, 1986). This method often results in lower turnover rates, increased job satisfaction, and enhanced productivity, while preventing costly disputes and strikes, thus ensuring business continuity (Budd, 2004).

Conversely, a combative approach, marked by rigorous negotiation tactics and a firm stance on organisational policies or even lock outs, can assert management's authority and maintain control over operational decisions. However, this method may also lead to increased tension and conflict, resulting in a polarised workforce where distrust and dissatisfaction prevail (Lewin, 2001). Such an environment can hinder communication, reduce morale, and ultimately impact organisational performance in the short or long term. 

Determining the appropriate approach necessitates considering the specific context and dynamics of the organisation. Factors such as industry, organisational culture, being subject to improper claims or adverse actions, economics, the need to improve workplace flexibility or radically remove costs to compete or survive, an aggressive union stance, and workforce nature should guide this decision. While a conciliatory approach generally promotes a more sustainable and positive relationship, there may be situations where a firm stance is necessary to protect the organisation's interests (Sisson & Marginson, 2002). 

Ultimately, a balanced approach incorporating elements of both strategies may prove most effective. By being flexible and adaptable, organisations can navigate the complexities of employee relations, ensuring a productive and harmonious workplace while safeguarding their strategic objectives. An effective HR function can professionally guide the company in the right approach knowing the views of leaders, unions, employees, legal frameworks and even public perception.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300234566.

References:
Budd, J. W. (2004). Employment with a Human Face: Balancing Efficiency, Equity, and Voice. Cornell University Press.
Kochan, T. A., Katz, H. C., & McKersie, R. B. (1986). The Transformation of American Industrial Relations. Basic Books.
Lewin, D. (2001). IR and HR Perspectives on Workplace Conflict: What Can Each Learn from the Other? Human Resource Management Review, 11(4), 453-485.
Sisson, K., & Marginson, P. (2002). Co-ordinated Bargaining: A Process for Our Times? British Journal of Industrial Relations, 40(2), 197-220.
]]>Thu, 24 Oct 2024 13:05:59 +1100<![CDATA[What is the Role and Benefits of a Human Resources Broker?]]>https://www.linqhr.com/blogs/post/what-is-the-role-and-benefits-of-a-human-resources-broker A Human Resources Broker (HRB) acts as an intermediary between businesses se ]]>
A Human Resources Broker (HRB) acts as an intermediary between businesses seeking HR services and products, and the providers of these services and products. This role is particularly valuable in navigating the complex and diverse HR marketplace, ensuring that companies can access the best possible solutions tailored to their specific needs. Here are the key roles and benefits of a HR Broker:

Role of a HR Broker

Needs Assessment - They conduct thorough assessments of a company's HR needs, considering factors like company size, industry, existing HR practices, and strategic objectives. This ensures a deep understanding of what the business requires to enhance its HR functions.

Market Expertise - HR Brokers possess extensive knowledge of the HR services market, including the latest tools, technologies, and best practices. They are adept at identifying trends and innovations that can benefit their clients.

Provider Vetting - They undertake the vetting of potential HR service providers, evaluating their capabilities, track record, pricing, and compatibility with the client’s needs and organisational culture. This saves companies a significant amount of time and resources.

Customised Solutions - HR brokers tailor solutions to match the unique requirements of each business. They understand that no two companies are the same and that customisation is key to addressing specific challenges and goals.

Negotiation and Implementation Support  - Brokers negotiate terms with service providers on behalf of their clients, often securing more favourable terms and pricing. They may also assist with the implementation process, ensuring a smooth transition and integration of new services or products.

Benefits of a HR Broker

Cost Efficiency - By leveraging their knowledge and relationships, HR Brokers can secure cost-effective solutions for businesses, often negotiating better rates than companies could achieve on their own.

Time Savings - Outsourcing the search and vetting process to a HR Broker frees up company resources and allows businesses to focus on their core activities, rather than spending time navigating the vast HR services market.

Access to Expertise - Brokers provide access to a wider range of expertise and innovative solutions that a company might not have been aware of or had access to on its own.

Risk Mitigation - Through thorough vetting and due diligence, HR Brokers reduce the risk associated with selecting an unsuitable HR service provider. They ensure that providers are reputable, compliant with relevant legislation, and capable of delivering high-quality services.

Strategic Partnership - A HR Broker can become a strategic partner, offering ongoing advice and support to ensure the HR services and products continue to meet the evolving needs of the business.

Enhanced Flexibility - Companies can benefit from more flexible HR solutions that can be scaled up or down as needed, thanks to the broker's understanding of various service providers' offerings.

A HR Broker plays a pivotal role in enhancing a company's HR functions by providing expert advice, access to quality services and products, and tailored solutions that meet specific business needs. This partnership can lead to significant improvements in efficiency, performance, and employee satisfaction.

Choosing Linq HR, Australia's first HR Broker, offers businesses the advantages of pioneering expertise, an established provider network, a reputation for trust and reliability, leadership in innovation, and a deep commitment to understanding and meeting the needs of Australian businesses. These benefits collectively ensure that clients receive unparalleled HR support that is tailored, efficient, and compliant with Australian standards. 

For further information call 1300234566.
]]>Wed, 13 Mar 2024 10:15:17 +1100<![CDATA[How to Survive and Accelerate out of a Tight Labour Market in Australia]]>https://www.linqhr.com/blogs/post/how-to-survive-and-accelerate-out-of-a-tight-labour-market-in-australiaA few tips and ideas which may help companies not only survive but also accelerate out of a tight labour market in Australia.]]>
There is no hiding from the recent headlines that there is a general shortage of workers at most levels. 

This is particularly no surprise for those managing current open roles and who have been searching for sometime. 

So how can you survive and accelerate out of a tight labour market? 

Here are a  few tips and ideas which may help you not only survive but also accelerate out of a tight labour market in Australia;
  • Business wide skill check to plan future skill and job shortages. You may be surprised to find what skills exist in your employees which have been overlooked as they were initially hired for a particular role only.
  • Start 'developing' rather than continually 'buying' replacements from the labour market. The number one reason employees leave companies is usually because of the lack of development opportunities. This can be simple as wider exposure or a stretch assignment rather than expensive training programs.
  • When recruiting from the outside market, move quickly through your recruitment process to the offer stage, then provide a proper and thorough induction when the employee starts.
  • Introduce, if possible, a flexible working policy. You may not be comfortable with this but your competitors could be getting the pick of the limited applicants because they are offering work flexibility. Candidates are still hunting for workplaces which offer flexible work locations. To support them they need access to modern and reliable ICT. Don’t forget there are also different ways to engage employees including casual, part-time, contract, or even through an employment agency.
  • Introduce or adjust bonus programs, particularly around key staff, sales and operations.
  • Survey your workforce to assess levels of employee engagement (the glue that keeps employees from leaving), and commit to improvements from the survey outcome. Focus particularly on employees with 2-4 years of tenure as these are the employees most likely to leave.
  • Adjust your employment policies, procedures and practices in line with the plethora of recent and pending workplace rules changes. An opportunity to demonstrate to employees that you are actively managing  the workplace in line with the changing  legislative landscape.
  • Keep employees informed as to what is happening across your industry and how your business needs to perform. This can be through internal written or video updates, State of the Nation type addresses, or even site visits.

Those companies which manage to provide development opportunities for their employees, who manage to retain their key talents, are able to provide some level of flexible work arrangements, increase the number of employees engaged with the business, manage ahead of the many workplace legislative changes, and keep employees informed, have the best chance to not only survive any labour shortage but accelerate out the other side. Easier said than done of course.

Linq HR are Australian employment specialists who can assist with any aspect of employment. Ph 1300234566.

]]>Tue, 31 Jan 2023 22:14:48 +1100<![CDATA[Workforce Management needs to be on every Company's Strategic Agenda]]>https://www.linqhr.com/blogs/post/workforce-management-needs-to-be-on-every-company-s-strategic-agendaThere have been many significant workplace related legal changes which will directly affect almost every employer and employee across Australia.]]>

Recently, and with more on the way, there have been many significant workplace related legal changes which will directly affect almost every employer and employee across Australia.


Some of these changes move responsibility firmly to the employer ensuring compliance, and in some cases having to prove themselves right after receiving accusations of doing wrong.


Even though many of the changes are mostly blanket across the country, practically it will have varying impacts and consequences by industry, employer size and the type of employee culture which already exists across your operations.


Those companies who can strategically deal with these changes should be able to excel as an Employer of Choice in the eyes of employees and the public, navigate and avoid expensive claims including for items not directly under your control but within your responsibilities under legislation, make compliance an everyday activity so it doesn’t distract from managing and growing your business, and prepare against the usual higher level of employee claims which can occur  if the employment market conditions soften.


Some items which can be considered for your Company Strategic Agenda should include;

  1. Ensuring your HR or People & Culture teams and leadership are familiar with changes and key elements across all workplace legislations including Respect at Work, Secure Jobs and Better Pay, Multi-Employer Bargaining, Adverse Action Claims, Paid Family and Domestic Violence, Modern Slavery, Gender Affirmation Policy, BOOT Test, Wages Underpayment, Independent Contractors, Whistleblower Complaint, Data Privacy, Safety/Industrial Manslaughter Laws, and Psychosocial Risks.

  2. Stress testing potential impacts of these workplace legislations on future business strategy and making adjustments before signing off on implementation plans. Budget in scenarios for future salary, benefit and workplace compliance increases.

  3. Implementing new Policies and Procedures or adjusting existing to capture changes in legislation or recent decisions. Changes must be clearly communicated to key stakeholders including employees where they need to know.

  4. Monitoring employee and leadership behaviours, contract and customer interactions and behaviours as well (important under Sex Discrimination Act for example)

  5. Collecting and storing workplace information such as results of workplace surveys, results of investigations into complaints, employee reporting structures, company support programs and compliance related training initiatives.

  6. Know how to respond to emerging practices such as an industry based wages increase request if approached by a Union representative or if bargaining is initiated by an individual employee.

Linq HR are specialists in Employment, Career and Vendor Selection. Ph 1300234566.









]]>Tue, 06 Dec 2022 10:04:01 +1100<![CDATA[Insights into using Australian Employment Lawyers]]>https://www.linqhr.com/blogs/post/Insights-into-using-Employment-LawyersInsight into using Employment Lawyers]]>

Employment Lawyers specialise in providing advice on employment and workplace matters.


They can work for companies, governments, unions, employees and contractors.


For companies they often assist in developing employee contracts and agreements, defending employee unfair dismissal and discrimination claims, prevention of underpayments, union defence, HR policies and practices, and Award interpretation.


They can assist with workplace legislation such as The Fair Work Act, National Employment Standards, State and Federal discrimination and Disability laws,  Workplace Health and Safety, and Workplace gender equality. 


They can represent you at a number of levels including Tribunals, and State and Federal Courts. 


Employment Law Barristers can assist Employment Lawyers with more complex legal cases.


Effective Employment Lawyers have the ability to develop a clear understanding of your employment issue and support you towards the best possible outcome.


Cost between lawyers can vary so it is important to find one which best fits your budget and which has the right level of expertise for your matter.


If your looking for the right Employment Lawyer for your company then Linq HR can help. Call 1300234566.



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