Linq HR - HR, Employee Relations and HR Tech Insights #leadershipLinq HR - HR, Employee Relations and HR Tech Insights #leadershiphttps://www.linqhr.com/blogs/tag/leadershipFri, 13 Nov 2026 12:06:28 +1100http://zoho.com/sites/<![CDATA[How HR Professionals Should Buy HR Products and Services]]>https://www.linqhr.com/blogs/post/the-role-of-hr-professionals-in-purchasing-hr-products-and-servicesHow HR professionals can buy HR products and services well: define the problem, research the market, shortlist, do due diligence and review performance.]]>

In brief: HR professionals should act as informed buyers of HR products and services, defining the business requirement, understanding the market, assessing providers and selecting a solution with suitable value, capability and risk management. An eight-step process covers defining the problem, establishing requirements, researching the market, shortlisting, due diligence, selecting and contracting, reviewing performance and presenting recommendations to management, with effort scaled to value, complexity and risk. HR need not become procurement specialists, but objective comparison leads to better decisions.

Human Resources (and People and Culture) professionals are increasingly responsible for more than managing employees and workplace matters. They also play an important role in identifying, evaluating and purchasing the products and services that support an organisation’s workforce. These purchases can range from recruitment and HR consulting through to payroll systems, HR technology, learning platforms, employee assistance programs, workplace safety services and remuneration advice.


HR as an informed buyer

HR professionals are often well placed to lead or significantly influence purchasing decisions because they understand both the workforce problem and the practical environment in which a solution must operate.


The role should not simply be to find a supplier. It is to clearly identify the business requirement, understand the available market, assess suitable providers and help the organisation select a solution that delivers appropriate value, capability and risk management.


The Chartered Institute of Personnel and Development recommends that organisations consider factors including the required level of expertise, specialist knowledge, organisational requirements and supplier capability when procuring external people expertise (CIPD 2026).


For significant purchases, HR may also need to work with stakeholders such as Procurement, Finance, IT, Legal, Privacy and operational management.


A practical HR purchasing process

A structured process does not need to be complicated. The level of due diligence should reflect the value, complexity and risk of the purchase.

  1. Define the problem - Clearly identify the business or workforce problem that needs to be solved rather than starting with a particular product or vendor.

  2. Establish requirements - Determine essential requirements, desirable features, budget, implementation needs, risks and measures of success.

  3. Research the market - Identify a reasonable range of potential suppliers and alternative solutions rather than relying only on familiar providers. Australian HR professionals can use Workforce Directory to search and compare Australian providers across areas including HR consulting, recruitment, payroll, HR technology and other workforce services (Workforce Directory 2026).

  4. Develop a shortlist - Compare providers against consistent criteria such as capability, experience, functionality, service, security, compliance, implementation requirements and total cost.

  5. Evaluate and conduct due diligence - Request demonstrations, proposals or quotations where appropriate. Check references, contractual terms, data handling, insurance and other relevant risks.

  6. Select and contract - Choose the solution offering the best overall fit and value, rather than automatically selecting the lowest price. Clearly document deliverables, responsibilities, service levels and performance expectations.

  7. Review performance - Measure whether the supplier and solution are delivering the expected outcomes and periodically reassess whether the arrangement remains suitable.

  8. Present Recommendations to Management - Share findings and recommendations with management to secure their input and support.


This broadly reflects established procurement principles of defining business needs, developing specifications, analysing the market, evaluating suppliers, contracting and managing supplier performance (CIPS 2026).


Better purchasing starts with understanding the market

HR professionals do not need to become procurement specialists, but they should be informed buyers. Understanding the problem, researching the broader marketplace and objectively comparing alternatives can help organisations make better purchasing decisions while discovering providers and solutions they may not previously have considered.


In a rapidly developing HR marketplace, the ability to look beyond the familiar supplier can be just as important as negotiating the final price.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.


Further reading:Reviewing Existing HR Vendors as Business Goals Change and Top 3 Challenges Faced by HR Teams When Sourcing New Vendors.


References

Chartered Institute of Personnel and Development (CIPD) 2026, How to use the Profession Map to select external people expertise, CIPD, viewed 28 August 2026, https://www.cipd.org/en/the-people-profession/the-profession-map/how-it-works/for-commissioning-procuring-external-expertise/

Chartered Institute of Procurement & Supply (CIPS) 2026, CIPS Procurement and Supply Cycle, CIPS, viewed 28 August 2026, https://1prd-dxp.cips.org/intelligence-hub/procurement/procurement-supply-cycle

Workforce Directory 2026, Australia's Workforce Solution Directory, Workforce Directory Australia, viewed 28 August 2026, https://workforcedirectory.com.au/

]]>Fri, 28 Aug 2026 14:31:18 +1000<![CDATA[Steps to Introduce AI into the Workplace]]>https://www.linqhr.com/blogs/post/steps-to-introduce-ai-into-the-workplaceA practical sequence for introducing AI at work: define the business case, assess data and skills, prepare the culture, pilot, then scale with governance.]]>

In brief: Introducing AI into the workplace requires a planned, balanced approach rather than simply switching it on; 92% of companies plan to boost AI investment but only 1% feel fully AI mature, according to Mayer et al. (2025). The five steps are to define objectives and evaluate ROI, assess data and skills readiness, foster an AI-ready culture, start small with pilots before integrating, and scale up with governance and ethical guidelines that manage privacy and bias risks.

Many organisations seem to be either rushing to embed artificial intelligence (AI) in every corner of their operations or hesitating due to uncertainty and risk. Yet simply “turning on” AI and hoping for instant transformation is not a viable strategy (Edwards, 2025). 


While 92% of companies plan to boost AI investments, only 1% feel fully AI mature (with AI integrated into workflows and delivering significant outcomes) (Mayer et al., 2025). 

The key is a balanced, well planned approach that works across all parts of an organisation. 


The future of work will belong to those who combine AI’s power with human culture, leveraging technology and people together for success. 


Below are essential steps to properly evaluate, introduce, and embed AI into your organisation.

Key Steps for AI Adoption

1.Define Clear Objectives and Evaluate ROI

Identify the business challenges or opportunities where AI can add value. Evaluate whether AI will likely provide a return on the time and resources to be invested. Align AI initiatives with strategic goals and specific use cases, rather than adopting AI for its own sake (Stryker, 2024). This ensures any AI project has a focused purpose and measurable targets for success.


2.Assess Data and Skills Readiness

Evaluate your data quality, accessibility, and infrastructure, as well as your workforce’s preparedness for AI (Edwards, 2025). High quality, relevant data is the fuel for AI (Stryker, 2024). Concurrently, invest in training and upskilling employees so they can understand and work confidently with AI tools.


3.Foster an AI Ready Culture

Prepare the organisation culturally. Leadership should promote openness and learning, communicate a clear vision for AI’s role, and address employee concerns (e.g. about job security or biases) through transparency and education (Stryker, 2024). When teams understand that AI will augment rather than replace human work, they are more likely to embrace it.


4.Start Small, Pilot and Integrate

Begin with pilot projects or prototypes to test AI solutions on a small scale (Stryker, 2024). Use these trials to demonstrate quick wins, gather feedback, and refine the approach. Once validated, embed AI into everyday workflows by integrating tools into business processes where they complement human tasks (Edwards, 2025). This incremental approach builds confidence and minimizes disruption as AI is rolled out across departments.


5.Scale Up with Governance and Ethics

After successful pilots, expand AI deployment across the organisation in stages, sharing best practices between teams. Establish strong governance structures and ethical guidelines to oversee AI use (Edwards, 2025). This includes monitoring performance, managing risks like data privacy or bias, and ensuring compliance with regulations. A cross functional AI governance committee can help align AI projects with company values and mitigate risks as usage grows. Leaders should also continuously measure outcomes and refine the AI strategy. Scaling responsibly means keeping AI aligned to business priorities and human needs (Stryker, 2024), so the technology truly serves the organisation’s goals.


At Linq HR, we help organisations cut through workplace complexity, transforming busyness into focused performance through tailored HR and employee relations solutions. Ph 1300 234 566.


Further reading:Embracing AI in HR: A Strategic Opportunity for HR Leaders and AI and Workforce Management in Australia: Smarter, Not Just Faster.


References

Edwards, A., 2025. AI integration is a team sport: a strategic guide for leaders. [online] McChrystal Group, 10 June. Available at: https://www.mcchrystalgroup.com/insights/detail/2025/06/10/ai-integration-is-a-team-sport--a-strategic-guide-for-leaders

Mayer, H., Yee, L., Chui, M. and Roberts, R., 2025. Superagency in the workplace: empowering people to unlock AI’s full potential at work. [online] McKinsey & Company, 28 January. Available at: https://www.mckinsey.com/capabilities/tech-and-ai/our-insights/superagency-in-the-workplace-empowering-people-to-unlock-ais-full-potential-at-work

Stryker, C., 2024. Artificial intelligence implementation: 8 steps for success. [online] IBM Think. Available at: https://www.ibm.com/think/insights/artificial-intelligence-implementation

]]>Mon, 09 Feb 2026 10:37:16 +1100<![CDATA[Mastering Busyness: Turning Overload into Productive Impact]]>https://www.linqhr.com/blogs/post/mastering-busyness-turning-overload-into-productive-impactHow HR and operational leaders can turn chronic busyness into focused productivity: satisficing, return on time invested, delegation and self-care.]]>

In brief: Busyness is more than a full schedule; it is a sense of being overwhelmed by demands, which erodes personal time and leads to burnout and lower engagement. According to Thompson (2025), 61% of Australian workers report burnout, compared with 48% globally, with burnout linked to around 40% of resignations and an estimated $14 billion in lost productivity each year. Leaders can respond through satisficing, ranking tasks by return on time invested, delegation, values alignment and self-care.

 In today’s workplace, nearly everyone complains at some stage of being “so busy.” Busyness is not just a full schedule, it’s the sense of being overwhelmed by demands. It erodes personal time, causes burnout, and creates workplace bureaucracy that lowers engagement and productivity (Ulrich, 2025). 

In Australia, 61 per cent of workers report burnout, compared to 48 per cent globally, contributing to around 40 per cent of resignations and an estimated $14 billion in lost productivity annually (Thompson, 2025). Leaders may unintentionally contribute to this overload, but they also hold the key to addressing it.

Surprisingly as well,  its reported 86% of remote working employees who work from home full-time experience burnout.  (Thomson, 2025)

Shifting Mindset: Satisficing Over Perfection

Managing overload begins with resetting expectations. Herbert Simon’s concept of satisficing—settling for “good enough”, is often more productive than obsessively optimising every decision (Ulrich, 2025). Leaders should reserve deep analysis for high stakes issues and adopt a “go slow to go fast” mindset: invest more time where it counts, and less where it doesn’t. This helps reduce unnecessary busyness while enhancing decision quality.

Managing Time Wisely

Time is a leader’s most limited resource. Calculating the Return on Time Invested (ROTI) helps prioritise tasks by their value relative to time spent (Ulrich, 2025). Activities with little strategic value may not justify prolonged attention. Regular calendar audits are also effective. Reviewing how time is spent allows leaders to eliminate low value commitments and focus on what truly matters (Ulrich, 2025). Delegation is equally important. Leaders should identify which responsibilities only they can fulfil, such as final decisions or cultural leadership, and delegate the rest. This empowers teams and reduces personal overload (Ulrich, 2025).

Aligning Work with Values and Self-Care

Turning busyness into productivity also requires a focus on personal purpose and well-being. Leaders should ask themselves, “What do I want to be known for?” and then align tasks with those values (Ulrich, 2025). Tasks misaligned with core goals can be eliminated or delegated. Finally, prioritising self-care is essential. Whether through time with family, hobbies, or rest, consistent renewal is key to sustaining performance over time (Ulrich, 2025). A healthy leader is more productive, resilient, and better able to support others.

Conclusion

By adopting these habits, HR and operational leaders particularly in supply chain, manufacturing, and engineering, can transform chronic overload into focused impact. Dave Ulrich encourages a shift toward being “busy-literate,” where professionals can say, “I am busy and I am doing well” (Ulrich, 2025). This mindset promotes healthier workplaces and more effective leadership.

At Linq HR, we help organisations cut through workplace complexity, transforming busyness into focused performance through tailored HR and employee relations solutions. Ph 1300 234 566.

Thompson, L. (2025) Employee burnout statistics (Australia 2025). [online] Foremind. Available at: https://www.foremind.com.au/post/employee-burnout-statistics
Ulrich, D. (2025) How business and HR leaders turn busyness into healthy productivity. Human Capability Impact Newsletter, LinkedIn, 22 Oct. Available at: https://www.linkedin.com/newsletters/human-capability-impact-7041811620011905024/

]]>Wed, 04 Feb 2026 10:54:00 +1100<![CDATA[How HR Can Help Australian Manufacturing Lift Productivity]]>https://www.linqhr.com/blogs/post/how-human-resources-can-help-australian-manufacturing-lift-productivitySeven ways HR can lift productivity in Australian manufacturing: workforce planning, skills, work design, frontline leadership, reward and bargaining.]]>

In brief: HR can help Australian manufacturing lift productivity through workforce planning that identifies future skills and critical roles, competency frameworks linked to safety, quality and output, work design built on continuous improvement, frontline supervisor training, incentives aligned with productivity metrics, enterprise agreements tied to flexibility and skills pathways, and analytics that combine workforce and production data. Manufacturing makes up 5.1% of GDP according to ABC News (2025), and high labour costs can be justified when value added per worker is high.

 Australian manufacturing is at an inflection point. The sector now contributes only a small share of national output, and output per person has shown weak growth for many years. In this context, Human Resources (HR) has a critical role in helping manufacturers lift productivity, not just cut cost.

According to ABC News, manufacturing now contributes just 5.1 per cent of Australia’s GDP, the lowest of all OECD countries (abc.net.au, 2025).

A Parliamentary report into advanced manufacturing confirms that structural change has driven down Australia’s manufacturing share (House of Representatives Standing Committee on Industry, Science and Resources, 2023).

The OECD’s latest Employment Outlook notes that unit labour costs affect competitiveness, especially when not matched by output gains (www.oecd.org, 2024).

Research from the Centre for Future Work reveals that Australia ranks last in manufacturing self sufficiency among all OECD countries and no country can be an innovation leader without a strong manufacturing base (australiainstitute.org.au, 2020).

How HR can help drive productivity in Australian manufacturing


Strategic workforce planning aligned to advanced manufacturing

HR can partner with operations, engineering and finance to map required future skills (automation, robotics, data, quality systems), identify critical roles (e.g., mechatronics technicians, maintenance planners), and develop internal talent pipelines via apprenticeships or mid-career transitions. This ensures high cost labour is deployed where it creates the greatest value.

Skills development and capability building

Manufacturing often demands multi-skilled and adaptable workers. HR can design competency frameworks linking skills to safety, quality, output and waste metrics, and collaborate with knowledge providers such as TAFEs, universities and equipment suppliers to develop and rollout training programs. This supports productivity premium wages.

Work design and employee engagement

Well designed work plus employee engagement via continuous improvement, lean processes and suggestion schemes can improve output, reduce rework and waste, and increase quality.

Frontline leadership and supervision capability

Strong supervisors ensure efficient production and guard against rework, downtime, and non-compliance. HR led leadership training can reduce avoidable cost.

Performance and reward systems aligned with productivity

Continue to adapt performance based incentives to align with future productivity metrics. Since manufacturing growth has stalled so to it seems has innovative incentive plans.

Employee relations as a productivity enabler

Enterprise bargaining with multi year wage commitments linked to flexibility, skills pathways and productivity can support competitiveness. Many Enterprise Agreements seem to lack real productivity requirements, and are close to agreements with not much more than providing new wage and benefit increases.

Data, workforce analytics, and continuous improvement

Measure workforce metrics with production outcomes to identify high performing teams and best practices can be continually developed.

Australia's manufacturing sector has experienced a long decline in its share of GDP. Labour cost remains relatively high but can be justified if value added per worker is strong. Through strategic workforce planning, capability building, performance structures and effective Employee Relations, HR can help make high-cost labour a competitive advantage.

At Linq HR, we help organisations cut through workplace complexity, transforming busyness into focused performance through tailored HR and employee relations solutions. Ph 1300 234 566.

Further reading:Embracing Industry 4.0: The Strategic Role of HR in Manufacturing, Warehousing and Supply Chain and Manufacturing Remains Human Centred and Backed by Human Insight.


References

ABC News 2025: https://www.abc.net.au/news/2025-08-06/the-race-to-shore-up-australias-remaining-industry/105617502

House of Representatives Standing Committee on Industry, Science and Resources (2023) Sovereign, smart, sustainable: Inquiry into developing advanced manufacturing in Australia. Canberra: Parliament of Australia, November. https://www.aph.gov.au/Parliamentary_Business/Committees/House/Industry_Science_and_Resources/AdvancedManufacturing/Report

Australia Institute 2020: https://australiainstitute.org.au/wp-content/uploads/2020/12/A-Fair-Share-for-Australian-Manufacturing-WEB.pdf

OECD 2024: https://www.oecd.org/content/dam/oecd/en/publications/reports/2024/06/oecd-employment-outlook-2024-country-notes_6910072b/australia_4d5a7a18/4f76e85a-en.pdf

OECD (n.d.) Unit Labour Costs: https://www.oecd.org/en/data/indicators/unit-labour-costs.html

Productivity Commission 1996: https://assets.pc.gov.au/research/supporting/changing-manufacturing/changman.pdf


]]>Thu, 27 Nov 2025 12:39:15 +1100<![CDATA[Leading with Empathy and Why it Matters in Business]]>https://www.linqhr.com/blogs/post/leading-with-empathy-and-why-it-matters-in-businessEmpathetic leadership builds trust, engagement and retention. See what the research says and six practical ways Australian leaders can lead with empathy.]]>

In brief: Empathetic leadership means understanding others' needs and feelings while still delivering results; it does not mean avoiding hard conversations. A 2025 review of 42 global studies (Muss, Tüxen and Fürstenau, 2025) links empathetic leadership to better performance, wellbeing and equity. Six practices support it: self-awareness, active listening, balancing competing needs, supporting people without rescuing them, setting consistent boundaries and using inclusive language during change. Empathy is a skill that can be developed and measured.

In today’s evolving workplace, empathy has emerged as a critical leadership skill, not just for building relationships, but for driving business success.

Empathetic leaders foster trust, boost engagement, reduce conflict, and retain talent. A 2025 review of 42 global studies found that empathetic leadership improves outcomes across performance, wellbeing and equity (Muss, Tüxen and Fürstenau, 2025). Harvard Business Review describes empathy as an essential, non-negotiable leadership skill (Neale, 2025).

What is empathetic leadership?

Empathy in leadership is the ability to understand the needs and emotions of others, and respond with care and clarity, while still delivering results. It’s not about avoiding difficult conversations, but approaching them with insight and fairness.

Six practices of empathetic leaders

Current research outlines six key practices, drawn from Neale (2025) and Muss, Tüxen and Fürstenau (2025):
  • Develop self awareness : Understand your own reactions and leadership impact.
  • Listen actively : Make time for employee perspectives without judgment.
  • Balance competing needs : Navigate team and business pressures thoughtfully.
  • Support rather than rescue : Empower employees to solve challenges.
  • Set boundaries with care : Be consistent, not controlling.
  • Use inclusive language : Speak with intention, especially during change (Neale, 2025).

Why empathy matters in your business

For employers, empathy strengthens psychological safety, staff retention and workplace culture. For employees, it builds trust, improves communication, and supports mental wellbeing. In high pressure industries like logistics, health, engineering and manufacturing, empathy helps leaders manage uncertainty and support performance through change.

Workplaces that invest in empathy see stronger collaboration, fewer interpersonal issues, and faster recovery from disruption.

Final thoughts

Empathy is not a buzzword. It’s a capability that can be built and measured. It makes good business sense to develop leaders who listen, connect and respond with insight. Živković (2022) argues that empathy enhances rather than weakens leadership effectiveness.
Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Neale, P. (2025) ‘Empathy is a non-negotiable leadership skill. Here’s how to practice it’, Harvard Business Review, 30 April. Available at: https://hbr.org/2025/04/empathy-is-a-non-negotiable-leadership-skill-heres-how-to-practice-it (Accessed: 6 November 2026).
Muss, C., Tüxen, D. and Fürstenau, B. (2025) ‘Empathy in leadership: a systematic literature review on the effects of empathetic leaders in organizations’, Management Review Quarterly, 76(1), pp. 333–369. doi:10.1007/s11301-024-00472-7.
Živković, S. (2022) ‘Empathy in leadership: how it enhances effectiveness’, in Tipurić, D., Krajnović, A. and Recker, N. (eds) Economic and Social Development: 80th International Scientific Conference – Book of Proceedings. Dubrovnik, 1–2 April. Varaždin: Varazdin Development and Entrepreneurship Agency, pp. 454–467. Available at: https://esd-conference.com/upload/book_of_proceedings/Book_of_Proceedings_esdOFEL2022_Online.pdf (Accessed: 6 November 2026).
]]>Wed, 06 Aug 2025 13:30:30 +1000<![CDATA[Fair Dismissal: Why the Right to Respond Matters]]>https://www.linqhr.com/blogs/post/the-most-important-step-in-a-fair-dismissal-the-right-to-respondWhy giving an employee the opportunity to respond before dismissal is central to procedural fairness under section 387 of the Fair Work Act 2009.]]>

In brief: The right to respond is an employee's opportunity to answer allegations about their conduct or capacity before a termination decision is made. Under section 387(c) of the Fair Work Act 2009, whether this opportunity was given is central to assessing if a dismissal was harsh, unjust or unreasonable, and a dismissal may be found unfair even where a valid reason exists. Hearing the response does not prevent termination; it ensures all facts and mitigating circumstances are considered first.

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.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.


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[Why CEOs Are Leaving Sooner: The Pressures Reshaping Leadership in Australia]]>https://www.linqhr.com/blogs/post/why-ceos-are-leaving-sooner-the-pressures-reshaping-leadership-in-australiaA record 202 CEOs left major listed companies in 2024 and 234 in 2025. Linq HR looks at the technology, investor, ESG and geopolitical pressures behind it.]]>

In brief: CEOs are leaving sooner because the role has become more demanding: Russell Reynolds Associates (2025a) counted 202 CEOs of the world's largest listed companies stepping down in 2024, a 9% increase on the previous year, and the same trend is evident in Australia. The pressures include technological disruption and cybersecurity risk, investor demands for short-term results, ESG commitments and geopolitical and economic challenges. KPMG (2024) reported 26% of Australian CEOs fear failing to meet ESG criteria could jeopardise their positions.

A record year for CEO departures

Recent analyses reveal a significant uptick in CEO departures globally, with 202 CEOs from the world’s largest listed companies stepping down in 2024, a 9% increase from the previous year (Russell Reynolds Associates, 2025a). The same research found the trend mirrored in Australia, where the ASX 200 also experienced record turnover (O’Kelley et al., 2025), and where CEOs are confronting a multifaceted array of pressures and accountabilities that contribute to earlier exits.

Update (November 2026): The trend has continued. Russell Reynolds Associates recorded 234 CEO departures from the world’s major indices in 2025, an eight-year high and 16% more than in 2024, with Australia recording 34 departures. Average tenure of departing CEOs fell to 7.1 years globally and 6.3 years in Australia (Russell Reynolds Associates, 2026). The first half of 2026 brought some relief, with global departures at a nine-year low, although ASX 200 appointments rose 27% to 14 (Guerdon Associates, 2026).


Global (All Companies) in Red


So let’s take a look at the common challenges facing our CEOs and, in turn, many in their leadership teams:


Technological Disruption

The rapid evolution of technology, particularly advancements in artificial intelligence, demands that CEOs not only integrate these innovations into their business models but also manage associated risks such as cybersecurity threats and digital transformation challenges. KPMG Australia’s survey of 319 business leaders found cyber security (43%), talent (42%) and regulation (41%) among the top concerns for 2024, with digital technology the theme linking the top five risks (KPMG Australia, 2024a).


Investor Activism and Performance Expectations

Investors are increasingly assertive, demanding robust financial performance and strategic agility. This heightened scrutiny places CEOs under constant pressure to deliver immediate results while navigating long-term growth strategies. The record number of CEO turnovers in 2024 underscores the impact of investor expectations on leadership stability (Russell Reynolds Associates, 2025a).


Environmental, Social, and Governance (ESG) Commitments

In Australia, the emphasis on ESG standards has intensified. Over a quarter of Australian CEOs (26%) fear that failing to meet ESG criteria could threaten their tenure. Moreover, a significant majority (82%) are prepared to divest from profitable segments if they risk damaging the company’s reputation (KPMG, 2024b). This reflects the growing importance of ethical and sustainable practices in corporate governance.

Update (November 2026): Priorities have shifted since 2024. In KPMG’s 2025 CEO Outlook only 22% of Australian CEOs expected corporate employees back on site full-time, down from 82% a year earlier, 74% expected hybrid work to continue, and 70% named AI a top investment priority (KPMG, cited in Tilo, 2025).


Geopolitical and Economic Challenges

Australian CEOs are navigating a complex landscape marked by geopolitical instability and economic uncertainties. Trade restrictions and national industry policies are evolving, complicating offshore growth and necessitating strategic recalibrations (Lowy Institute, 2024). Additionally, domestic issues such as housing affordability and cost-of-living pressures demand attention, further complicating leadership roles.


What this means for leadership teams

These converging factors create an environment where the role of a CEO is more demanding than ever, contributing to the trend of earlier departures as leaders grapple with the complexities of modern business leadership. Their leadership teams are also dealing with these complexities, and the question remains open as to how they are managing to cope with these demands and whether they are feeling pressure in similar ways.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.


Further reading:Subtle warning signs of leadership decline and Transitioning from CFO to CEO: essential skills for success.


References

Guerdon Associates (2026) ASX records 27% increase in CEO appointments. 7 September. Available at: https://www.guerdonassociates.com/?p=11694 (Accessed: 6 November 2026).

KPMG Australia (2024a) Keeping us up at night: the big issues facing business leaders in 2024. January. Sydney: KPMG. Available at: https://home.kpmg/content/dam/kpmg/au/pdf/2024/keeping-us-up-at-night-australian-business-leader-challenges-2024.pdf (Accessed: 6 November 2026).


KPMG (2024b) KPMG 2024 CEO Outlook: Australian insights. September. Sydney: KPMG Australia. Figures as reported in Accounting Times (2024) ‘CEOs confident about growth prospects: KPMG’, 19 September. Available at: https://accountingtimes.com.au/economy/ceos-confident-about-growth-prospects-survey-reveals (Accessed: 6 November 2026).


Lowy Institute (2024) ‘Australian CEOs face a wave of geopolitical risks’, The Interpreter, 6 August. Available at: https://www.lowyinstitute.org/the-interpreter/australian-ceos-face-wave-geopolitical-risks (Accessed: 6 November 2026).


O’Kelley, R., Sanderson, L., Langton, S. and Roberts, S. (2025) ‘The transformation of the CEO: Global CEO Turnover Index annual report’, Harvard Law School Forum on Corporate Governance, 13 February. Available at: https://corpgov.law.harvard.edu/2025/02/13/the-transformation-of-the-ceo-global-ceo-turnover-index-annual-report (Accessed: 6 November 2026).

Russell Reynolds Associates (2025a) Record number of CEOs left their roles in 2024 as AI and investor activism drive departures. Press release, 29 January. Available at: https://www.russellreynolds.com/en/about/newsroom/record-number-of-ceos-left-their-roles-in-2024 (Accessed: 6 November 2026).


Russell Reynolds Associates (2026) First-time CEOs chosen amid shortening tenures in APAC. Press release, 9 February. Available at: https://www.russellreynolds.com/en/about/newsroom/first-time-ceos-chosen-amid-shortening-tenures-in-apac (Accessed: 6 November 2026).

Tilo, D. (2025) ‘Australian CEOs reverse expectations on working from home’, HC Magazine, 8 October. Available at: https://www.hcamag.com/au/news/general/australian-ceos-reverse-expectations-on-working-from-home/552269 (Accessed: 6 November 2026).

]]>Wed, 26 Mar 2025 11:38:42 +1100<![CDATA[Eight Ways to Outsource HR Functions and Their Benefits]]>https://www.linqhr.com/blogs/post/ways-to-outsource-human-resources-hr-functions-and-their-benefitsEight HR functions organisations commonly outsource, from recruitment and payroll to compliance, HRIS and HR business partnering, and the benefits of each.]]>

In brief: Outsourcing HR functions lets organisations focus on core business while gaining specialist expertise, cost efficiencies and scalable solutions. Eight commonly outsourced functions are recruitment process outsourcing, payroll, employee training and development, compliance management, employee benefits administration, HR information systems, performance management and HR business partnering. Benefits range from reduced hiring and payroll errors and lower legal risk to economies of scale on benefits and avoiding capital outlay on HR software.

Outsourcing HR functions allows organisations to focus on their core business while benefiting from specialist expertise, cost efficiencies, and scalable solutions tailored to their unique needs. 

1. Recruitment Process Outsourcing (commonly referred to as RPO)

Organisations can delegate their recruitment activities to external agencies, including candidate sourcing, screening, psychometric testing, and onboarding. The agency can place their own people onsite directly interacting with your workforce and using either their own recruitment systems or your preferred internal systems.

Benefits can include a reduction in in house hiring expenses, tap into industry specific expertise and a larger talent pool, and quickly scale hiring efforts depending on organisational needs. Can also include a higher level or transparency across the recruitment process with enhanced reporting.

2. Payroll Outsourcing

This is probably one of the most common outsourcings. Third-party providers manage payroll functions, including salary processing, tax compliance, and benefits administration.

Benefits can include reducing errors and taxation and regulatory compliance, frees up internal HR or Finance resources to focus on more strategic matters, eliminates the need for specialised payroll software. Further efficiencies can be gained if supported by electronic time recording.

3. Employee Training and Development

Again another commonly outsourced HR function is employee training. They can be outsourced to specialised firms or online learning platforms.

Benefit can include training customisation, expert trainers and the latest training knowledge and techniques. Can scale training rollouts depending on organisational learning and training needs. 

4. Compliance Management

External agencies handle compliance with labour laws, workplace safety standards, and other regulations.

Benefits include risk mitigation through minimising legal risks by ensuring adherence to laws and regulations. Labour laws can be fast moving so allows access to specialist knowledge, frees up internal resources to focus on everyday business rather than having to constantly research in detail legislative changes. 

5. Employee Benefits Administration

Management of employee benefits, such as health insurance, superannuation, and wellness or Employee Assistance Programs, can be outsourced.

The advantages of outsourcing Employee Benefits are it can simplify the complexities of benefits management, tap into saving through a suppliers economies of scale, timely and accurate benefit deliver which enhances trust.

6. HR Information Systems (HRIS)

Outsourcing the implementation and management of HRIS software to external vendors.

Benefits include access to cutting-edge systems including without heavy capital investment if adopting a Saas solution. Robust security measures as a part of the software regular updates, and better access to employee data and trends which can assist in running a more efficient business.

7. Performance Management

Outsourcing the design and execution of performance evaluation systems is something which is somewhat still emerging.

Benefits include tapping into third party independent objective evaluations. An effectively administered and executed performance program for both leaders and employees, a regular and systematic performance review cycle.

8. HR Business Partnering

Leaders often feel that their HR function has to sit close to them to be effective. By outsourcing the HR Business Partner role which includes various times onsite, benefits can be gained through reducing duplication, and gaining economies of scale across items which are common across all businesses such as HR policies, procedures. Also allows tapping into best practices from other industries and the external HR specialist agency can provide all the professional training needed, and guidance particularly around difficult issues.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.


Further reading:What is the Role and Benefits of a Human Resources Broker? and What is an Employer of Record (EOR)?.

]]>Mon, 13 Jan 2025 14:00:28 +1100<![CDATA[The Value of Cultivating a Positive Employee Experience]]>https://www.linqhr.com/blogs/post/the-value-of-cultivating-a-positive-employee-experienceWhy employee experience pays: inclusive teams are 9.5 times more likely to be innovative and three times less likely to lose workers (DCA).]]>

In brief: A positive employee experience is built on an inclusive culture, support for wellbeing and mental health, and well-chosen technology. According to Diversity Council Australia's Inclusion@Work Index, inclusive teams are 9.5 times more likely to be innovative and workers in inclusive teams are three times less likely to leave their organisation. The Productivity Commission put the cost of absenteeism and presenteeism linked to mental ill-health at between $13 billion and $17 billion a year for the Australian economy.

In today's dynamic business environment, the significance of creating a positive Employee Experience (EX) has become increasingly apparent. 

A well structured EX strategy can encompass fostering an inclusive workplace culture, prioritising employee wellbeing and mental health, and leveraging technology to enhance employee experiences. These approaches not only benefit employees but also contribute to the overall success of organisations. This article looks at each.

Fostering a positive and inclusive workplace culture is a cornerstone of EX. Organisations that embrace diversity and inclusion can create an environment where employees feel valued and respected, regardless of their background or identity. The evidence for this in Australia is strong: Diversity Council Australia’s 2025–2026 Inclusion@Work Index found that inclusive teams are 9.5 times more likely to be innovative, 8.5 times more likely to work together effectively, and that workers in inclusive teams are three times less likely to leave their organisation (Diversity Council Australia, 2025).

Prioritising employee wellbeing and mental health is another critical aspect of EX. Companies that invest in mental health resources and promote work-life balance demonstrate a commitment to their employees' holistic wellbeing. The cost of not doing so is measurable: absenteeism and presenteeism linked to mental ill-health cost the Australian economy between $13 billion and $17 billion a year, according to the Productivity Commission’s 2020 mental health inquiry (Mentally Healthy Workplaces, n.d.). Employees who feel supported in their mental health seem more likely to be engaged and productive, ultimately benefiting the organisation as a whole.

Leveraging technology to enhance employee experiences is also essential in today's digital age. Technology can streamline processes, facilitate communication, and provide employees with the tools they need to perform their jobs effectively. By using well-chosen technology, organisations can create a more efficient and satisfying work environment, leading to improved performance and employee satisfaction.

So creating a positive employee experience appears to be worth the focus. By fostering an inclusive culture, prioritising wellbeing, and leveraging technology, organisations can cultivate a motivated, engaged, and productive workforce. This, in turn, can drive organisational success and position companies to thrive in an increasingly competitive market.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566.

Further reading:Navigating Employee Workplace Stress and Resenteeism in the Workplace.


References

Diversity Council Australia (2025) Inclusion@Work Index 2025–2026. Sydney: DCA. Available at: https://www.dca.org.au/inclusion-work-index (Accessed: 5 November 2026).

Mentally Healthy Workplaces (n.d.) Benefits of a mentally healthy workplace, citing Productivity Commission (2020) Mental Health, Inquiry Report No. 95. Available at: https://beta.mentallyhealthyworkplaces.gov.au/explore-modules/foundations-mentally-healthy-workplace/setting-success/benefits-mentally-healthy (Accessed: 5 November 2026).

]]>Wed, 27 Nov 2024 10:58:23 +1100<![CDATA[The Main Components of Executive Compensation in Australia]]>https://www.linqhr.com/blogs/post/the-main-components-of-executive-compensation-in-australiaThe four components of executive compensation in Australia: base salary, short and long term incentives, benefits, and how fringe benefits tax shapes packages.]]>

In brief: Executive compensation in Australia is a structured package designed to attract, motivate and retain senior managers while aligning their interests with the company's and its shareholders'. Its main components are a fixed base salary set by role, experience and industry norms; short-term incentives, usually annual bonuses tied to financial and operational targets; long-term incentives such as stock options or performance shares vesting over several years; and benefits and perquisites. Fringe benefits tax and high marginal rates shape package structure.

 Executive compensation in Australia is a structured package designed to attract, motivate, and retain top level management. 

The primary components of executive compensation include base salary, short term incentives, long term incentives, and benefits. Each component serves a distinct purpose in aligning the interests of executives with those of the company and its shareholders.

Base salary forms the fixed component of executive compensation, providing a stable income regardless of company performance. It is typically determined based on the executive's role, experience, and the industry standard. Short term incentives, often in the form of annual bonuses, are performance based and linked to the achievement of specific financial and operational targets. These incentives are designed to motivate executives to meet or exceed short term objectives, thus driving immediate business success.

Long term incentives are critical in aligning the interests of executives with long term shareholder value. These incentives usually come in the form of stock options or performance shares, which vest over several years, and are linked to performance hurdles. This component encourages executives to focus on sustainable growth and long term strategic goals, as their personal financial outcomes are tied to the company's future performance.

Benefits and perquisites round out executive compensation packages, offering additional value through retirement plans, health insurance, and other benefits such as cars. These elements are essential in creating a comprehensive and competitive compensation package.

The impact of Australian taxes on executive compensation is significant, particularly if subject to fringe benefits tax. High income earners, including executives, are subject to substantial tax rates, which can influence the structure of compensation packages. Companies often tailor executive remuneration to maximise tax efficiency, utilising mechanisms such as salary sacrifice and fringe benefits tax exemptions (Australian Taxation Office, 2026). This approach helps to mitigate the tax burden on executives while ensuring that compensation remains attractive.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566.

Further reading:Why the HR Business Partner Role Is in High Demand and EOFY HR & Payroll Essentials for Australian Businesses.


References

Australian Taxation Office (2026) Fringe benefits tax (FBT). Available at: https://www.ato.gov.au/businesses-and-organisations/hiring-and-paying-your-workers/fringe-benefits-tax (Accessed: 5 November 2026).

Australian Taxation Office (2026) Salary sacrificing for employees. Available at: https://www.ato.gov.au/individuals-and-families/jobs-and-employment-types/working-as-an-employee/salary-sacrificing-for-employees (Accessed: 5 November 2026).

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