Linq HR - HR, Employee Relations and HR Tech Insights #Remote Work

What is an Employer of Record (EOR)?

Fri, 17 Jan 2025 13:44:32 +1100

In brief: An employer of record (EOR) is a third-party organisation that serves as the legal employer of a worker or group of workers on behalf of a client company. It allows businesses to hire overseas without establishing a local entity, taking on payroll, tax compliance, benefits administration and employment law obligations along with the associated legal liabilities. This lets companies test new markets and scale headcount up or down with reduced time, cost and regulatory risk.

An Employer of Record (EOR) is basically a third party organisation that serves as the legal employer for a worker or group of workers, handling various employment responsibilities on behalf of a client company.

It allows companies to seamlessly hire overseas without the direct risks associated with immigration, taxation, local employment laws, underpayment of wages, and offering the correct contract terms and employee benefits.

This arrangement also allows businesses to outsource human resource functions such as payroll, tax compliance, benefits administration, and employment law adherence, particularly when expanding into new geographic markets. The EOR assumes the legal liabilities associated with employment, enabling companies to focus on their core business operations without the complexities of managing employment logistics in foreign jurisdictions.

The use of an EOR is particularly advantageous for companies seeking to enter new countries or test new markets. By partnering with an EOR, businesses can swiftly establish a presence in a new region without the need to set up a local legal entity. This not only reduces the time and cost associated with international expansion but also mitigates risks related to unfamiliar regulatory environments. Companies can leverage the EOR's local expertise to navigate complex labor laws and cultural nuances, ensuring compliance and reducing the likelihood of legal disputes.

Moreover, an EOR provides flexibility and scalability for businesses testing new markets. Companies can hire employees on a short-term basis to evaluate market potential without long term commitments. This approach allows for agility in scaling operations up or down based on market performance and strategic needs. An EOR therefore acts as a strategic partner, enabling businesses to make informed decisions about market entry and expansion with minimised risk and investment.

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:Ways to Outsource Human Resources (HR) Functions and Their Benefits and Labour Hire Lessons from BHP's Fair Work Commission Defeat.

Celebrating International HR Day: Embracing Challenges and Opportunities

Mon, 20 May 2024 09:41:12 +1000

In brief: International HR Day recognises the role HR and People professionals play in shaping successful organisations through positive work cultures, employee engagement and legal compliance. Current challenges include keeping remote and hybrid teams cohesive, helping employees adopt new digital tools and making the case for technology funding, and aligning workplace policies with community values. HR decisions influence employee engagement and, in turn, customer satisfaction, making HR a strategic partner rather than only an administrator.

International HR/People Day celebrates the pivotal role HR/People professionals play in shaping successful organisations. They foster positive work cultures, enhance employee engagement, and ensure legal compliance, impacting stakeholders at all levels.

Update (November 2026): International HR Day is held on 20 May each year. It was launched in 2019 by the European Association for People Management and is now marked by HR bodies worldwide; the 2026 theme was ‘Empower people to lead change’ (EAPM, 2026).

Navigating the Post-Pandemic Workplace

A significant challenge HR/People faces today is navigating the post-pandemic workplace. Remote and hybrid work models offer flexibility but complicate maintaining organisational cohesion and engagement. HR/People must develop strategies for managing remote teams effectively, leveraging technology for virtual collaboration and support.

Update (November 2026): Hybrid work has settled rather than retreated. In August 2025, 36% of employed Australians usually worked from home, little changed from 2023 and 2024 and below the 40% peak of August 2021 (Australian Bureau of Statistics, 2025). Engagement remains the harder problem: Gallup reports only 21% of Australian employees were engaged at work in 2025 (Gallup, 2026).

Adapting to Rapid Technological Change

Another pressing challenge is adapting to rapid technological change. As digital transformation accelerates, HR/People must keep pace with new tools and platforms revolutionising work management; Gartner’s 2026 HR Priorities Survey of 426 chief HR officers ranked AI transformation of HR operations as the top priority (Gartner, cited in HC Magazine, 2026). This requires continuous learning and ensuring employees embrace innovation. The organisation needs to fund these technologies for the benefit of employees and in support of better decision making around people related issues.

Societal Influences on HR/People Decisions

Increasingly, societal views influence HR/People decisions. Social issues and cultural shifts impact organisational policies, requiring HR/People to align with community values. This responsiveness builds trust and enhances the organisation's reputation.

Impact on Employee Engagement and Customer Satisfaction

HR/People decisions directly impact employee engagement and customer satisfaction. When employees feel supported, they are more productive, leading to improved customer experiences: Gallup’s meta-analysis found top-quartile engagement units outperform bottom-quartile units by 10% on customer loyalty and 18% on productivity (Gallup, n.d.).

Highlighting HR/People's Importance

HR/People’s influence spans across the organisation, impacting employee morale, productivity, and ultimately, organisational success. By fostering a positive work environment, adapting to change, and aligning with societal values, HR/People professionals play a crucial role in driving growth and innovation. They are not just administrators but strategic partners, shaping the future of the organisation.

Thank your HR team today

As we celebrate International HR/People Day, we acknowledge the dedication of HR/People professionals worldwide. By addressing post-pandemic workplace challenges, adapting to technological change, and responding to societal influences, they shape a more inclusive future.

Take the opportunity to thank your HR/People team today for navigating complex challenges with skill and compassion.

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:HR challenges 2025: priorities for success and The future of HR roles in Australia.

References

Australian Bureau of Statistics (2025) Working arrangements, Australia, August 2025. 12 December. Available at: https://www.abs.gov.au/statistics/labour/earnings-and-working-conditions/working-arrangements/aug-2025 (Accessed: 6 November 2026).

European Association for People Management (2026) International HR Day – 20 May 2026. Available at: https://www.eapm.org/international-hr-day/ (Accessed: 6 November 2026).

Gallup (n.d.) The benefits of employee engagement. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx (Accessed: 6 November 2026).

Gallup (2026) State of the Global Workplace: 2026 report (Australia country data). Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/704474/state-global-workplace-australia-country-level-data.aspx (Accessed: 6 November 2026).

HC Magazine (2026) ‘AI transformation tops HR priorities for 2026’, 9 January. Available at: https://www.hcamag.com/au/specialisation/hr-technology/ai-transformation-tops-hr-priorities-for-2026/561446 (Accessed: 6 November 2026).

What can Companies Strategically take forward as Learnings from the Covid Pandemic

Thu, 29 Feb 2024 09:47:27 +1100

In brief: Companies can strategically take forward seven learnings from the COVID-19 pandemic: flexible work models, digital transformation, employee wellbeing programs including mental health support, supply chain resilience through supplier diversification, a culture of adaptability and continuous learning, clear communication with employees and stakeholders, and ongoing skill development. Applied together, these approaches build resilience and help organisations become more adaptable and employee-centred in the post-pandemic era.

Companies can strategically leverage learnings from the COVID-19 pandemic to enhance their operations, foster resilience, and create a more adaptable and employee-centric environment. Here are key strategic considerations:

Embrace Flexible Work Models

Strategy: Where possible adopt and integrate flexible work models to accommodate diverse employee needs and enhance workforce agility.

Update (November 2026): The first of these learnings has stuck. Working from home went from less than 8% of Australians before the pandemic to 40% at its 2021 peak (Productivity Commission, 2021) and has settled at 36% of employed people, including 59% of managers and professionals (Australian Bureau of Statistics, 2025). The Productivity Commission’s 2025 review concluded that ‘hybrid work tends to be beneficial to productivity, or at least, is not detrimental to productivity’, while noting that fully remote work can have a negative effect (Productivity Commission, 2025; Wood, 2025). Only 22% of Australian CEOs now expect a full-time return to the office (Tilo, 2025).

Invest in Digital Transformation

Strategy: Accelerate digital transformation initiatives to enhance operational efficiency, customer engagement, and overall business resilience.

Prioritise Employee Well-being

Strategy: Implement robust wellbeing programs, including mental health support and work life balance initiatives, to enhance employee satisfaction and productivity.

Update (November 2026): Wellbeing remains unfinished business. Gallup’s 2026 report found 50% of Australian employees had experienced stress a lot of the previous day and only 21% were engaged at work (Gallup, 2026a). The right to disconnect, in force for all employers since 26 August 2025, now gives employees a legal basis to refuse unreasonable after-hours contact (Department of Employment and Workplace Relations, 2024).

Strengthen Supply Chain Resilience

Strategy: Enhance supply chain resilience by diversifying suppliers, investing in technology, and adopting agile strategies to mitigate future disruptions.

Foster a Culture of Adaptability

Strategy: Cultivate a culture that values adaptability, continuous learning, and innovation to navigate uncertainties and thrive in dynamic business environments.

Enhance Communication Strategies

Strategy: Develop clear and transparent communication strategies to keep employees, customers, and stakeholders informed, fostering trust and resilience.

Invest in Employee Skill Development

Strategy: Prioritise ongoing employee skill development to address evolving business needs and ensure that the workforce remains adaptable to changing industry landscapes.

Putting the learnings to work

Strategically incorporating these learnings can position companies for sustained success in the years since the pandemic by creating more resilient, agile, and employee-friendly organisations.

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:Adapting to remote working during a pandemic and Workforce management belongs on the strategic agenda.

References

Australian Bureau of Statistics (2025) Working arrangements, Australia, August 2025. 12 December. Canberra: ABS. Available at: https://www.abs.gov.au/statistics/labour/earnings-and-working-conditions/working-arrangements/aug-2025 (Accessed: 6 November 2026).

Department of Employment and Workplace Relations (2024) Right to disconnect. Fact sheet, November. Canberra: DEWR. Available at: https://www.dewr.gov.au/es/download/16162/right-disconnect/38654/right-disconnect/pdf (Accessed: 6 November 2026).

Gallup (2026a) State of the Global Workplace: 2026 report – Australia. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/704474/state-global-workplace-australia-country-level-data.aspx (Accessed: 6 November 2026).

Productivity Commission (2021) Working from home. Commission research paper, 16 September. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/research/completed/working-from-home (Accessed: 6 November 2026).

Productivity Commission (2025) Productivity before and after COVID-19. Commission research paper, 28 May. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/research/completed/productivity-before-after-covid (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).

Wood, D. (2025) Don’t stray from the sensible centre on working from home. 30 October. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/media-speeches/articles/sensible-centre-working-from-home (Accessed: 6 November 2026).

Navigating the Shifting Landscape of Human Resources/People and Culture: Key Trends in 2024

Thu, 15 Feb 2024 13:02:11 +1100

In brief: The key HR and People and Culture trends for 2024 are remote and hybrid work policies, employee wellbeing and mental health support, diversity, equity and inclusion, digital transformation using automation and AI, people development, agile HR, employee experience, workforce planning and talent acquisition, HR analytics, employer branding and keeping up with changes to Australian employment law. Many of these topics are not new, but they call for fresh approaches to meet current needs.

In the ever-evolving realm of Human Resources (HR) / People and Culture, staying attuned to current trends is paramount for professionals steering their organisations towards success.

Eleven trends shaping HR

As we stepped further into 2024, several major themes were shaping the HR landscape, influencing everything from talent management to organisational culture.

Update (November 2026): Most of these 2024 themes have held. Hybrid work has settled at around 36% of employed Australians usually working from home (Australian Bureau of Statistics, 2025), and only 22% of Australian CEOs now expect a full-time return to the office (Tilo, 2025). What has changed is the weight given to AI: Gartner’s 2026 survey of 426 chief HR officers ranks AI-driven HR transformation as the top priority (Gartner, 2026), while engagement remains stubbornly low at 21% of Australian employees (Gallup, 2026).

1. Remote Work and Hybrid Models: The way we work has transformed, with remote work emerging as a significant HR consideration. Organisations are crafting policies that support virtual teams, while the rise of hybrid work models requires a delicate balance between employee preferences and organisational needs.

2. Employee Well-being and Mental Health: Recognising the impact of well-being on productivity, HR is placing a heightened focus on employee mental health. Initiatives aimed at supporting the emotional and mental well-being of employees are gaining prominence, fostering a healthier workplace culture.

3. Diversity, Equity, and Inclusion (DEI): Creating inclusive workplaces is a top priority for HR, with a continued commitment to fostering diversity and addressing biases. Organisations are actively working on strategies to ensure equity and inclusion, building diverse talent pipelines for sustained success.

4. Digital Transformation in HR: Embracing technology is a key trend, with HR undergoing a digital transformation. Automation, artificial intelligence, and analytics are becoming integral to HR processes, enhancing efficiency and providing valuable insights into workforce dynamics.

5. People Development: Continuous learning is no longer a choice but a necessity. HR is spearheading innovative learning and development programs including an uplift on online approaches, ensuring employees are equipped with the skills needed to thrive in a rapidly changing business landscape.

6. Agile and Adaptive HR Practices: In response to dynamic business environments, HR is adopting agile methodologies and adaptive practices. This involves flexible workforce planning, quick decision making, and fostering a culture of innovation.

7. Employee Experience: Enhancing employee experience is a strategic imperative for talent retention. HR professionals are investing in positive workplace cultures, effective communication, and initiatives that foster a sense of belonging among employees.

8. Workforce Planning and Talent Acquisition: Strategic workforce planning is gaining prominence as HR aligns human capital with long-term business goals. Talent acquisition strategies are evolving to attract and retain top talent in competitive markets.

9. HR Analytics and Data-Driven Decision Making: Leveraging data analytics is no longer an option but a necessity for HR. From workforce planning to performance evaluations, data-driven decision-making is enabling HR professionals to identify trends and seize opportunities proactively.

10. Employer Branding and Reputation: Crafting and promoting a positive employer brand is crucial for attracting top talent. HR is actively engaged in building and maintaining an organisation's image as an employer of choice.

11. Employment Laws: Understanding and implementing new policies and procedures around the continuous changes to Australian employment laws is key to making sure your organisation remains compliant but also remains productive and competitive.

Old themes, new approaches

In conclusion, it can be said that the HR landscape is undergoing a transformative journey in 2024. Some of these HR topics are not new to HR professionals, but are requiring inventive approaches to meet current needs of employers, employees and changes in society. To thrive in this environment, HR professionals must embrace these trends, staying agile and proactive in navigating the ever shifting dynamics of human resources.

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

This article draws on industry trend commentary, including from the Society for Human Resource Management (SHRM).

Further reading:Embracing AI in HR: a strategic opportunity and Making the right to disconnect laws work for your business.

References

Gartner (2026) 2026 HR trends: 4 strategic priorities for the modern CHRO. Stamford, CT: Gartner. Available at: https://www.gartner.com/en/articles/top-hr-focus-areas-for-2025 (Accessed: 6 November 2026).

Advantages and Disadvantages of Employees Working From Remote

Tue, 06 Feb 2024 12:48:13 +1100

In brief: The advantages of employees working remotely are flexibility and work-life balance, higher reported productivity, cost savings on commuting and attire, access to a broader talent pool and less commuting stress. The disadvantages are isolation, overworking, harder real-time communication and collaboration, limited access to specialised resources, and data security and technical issues. The impact of each factor varies by industry and individual preference, so a nuanced approach is needed.

The ongoing debate surrounding remote work versus in-office presence prompts a closer examination of the advantages and disadvantages of employees working remotely.

Advantages of remote work

Flexibility and Work-Life Balance

Remote work provides employees with the opportunity to achieve a healthier work-life balance by offering increased flexibility.

Increased Productivity

Some employees report heightened productivity while working remotely, attributed to reduced distractions and a personalised work environment, although the research evidence points to hybrid rather than fully remote arrangements.

Update (November 2026): The evidence has firmed since this was written. A randomised trial of 1,612 employees found hybrid working ‘did not affect performance grades over the next two years of reviews’ and ‘reduced quit rates by one-third’ (Bloom, Han and Liang, 2024). The Productivity Commission’s 2025 review concluded that ‘hybrid work tends to be beneficial to productivity, or at least, is not detrimental to productivity’ (Productivity Commission, 2025), while its Chair has cautioned that ‘many studies have found that fully remote work negatively affects productivity’ (Wood, 2025). In August 2025, 36% of employed Australians usually worked from home (Australian Bureau of Statistics, 2025).

Cost Savings

Remote work allows employees to save on commuting costs, work attire, and daily expenses associated with traditional office settings.

Access to a Broader Talent Pool

Employers benefit from the ability to access a diverse and global talent pool without geographical constraints.

Reduced Commuting Stress

Working remotely eliminates the stress and time associated with daily commuting, contributing to improved mental well-being.

Disadvantages of remote work

Isolation and Lack of Social Interaction

Remote work may lead to feelings of isolation as employees miss out on face-to-face interactions with colleagues.

Potential for Overworking

Some employees struggle to establish clear boundaries between work and personal life, leading to potential overworking.

Update (November 2026): Boundaries now have legal backing. Under the right to disconnect, employees ‘have a right to not respond to contact from their employer outside of their working hours’ unless refusal is unreasonable; it has applied to non-small-business employers since 26 August 2024 and to small business employers since 26 August 2025 (Department of Employment and Workplace Relations, 2024). Employers are also adjusting expectations: only 22% of Australian CEOs expect a full-time return to the office, and 48% expect three days on site (Tilo, 2025).

Communication Challenges

Remote work can sometimes hinder effective communication, particularly for tasks requiring immediate collaboration and problem-solving.

Limited Access to Resources

Certain job roles may require access to specialised equipment or resources only available in a physical office or facility.

Security and Technology Issues

Employees may face challenges related to data security, and technical issues can disrupt workflow if not promptly addressed.

A nuanced approach

The impact of these factors varies across industries and individual preferences (59% of managers and professionals usually work from home, against 21% of other occupations (Australian Bureau of Statistics, 2025)), emphasising the need for a nuanced approach in determining the future of remote work.

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:Making the right to disconnect laws work for your business and Work from remote: the leader–employee divide.

References

Bloom, N., Han, R. and Liang, J. (2024) ‘Hybrid working from home improves retention without damaging performance’, Nature, 630(8018), pp. 920–925. doi:10.1038/s41586-024-07500-2.

Benefits of Writing a Position Description

Fri, 06 Oct 2023 14:03:18 +1100

In brief: A position description outlines a role's reporting relationship, objectives, key responsibilities, required skills and expectations so that employer and employee agree on what the job involves. It clarifies how the role fits the organisation, provides a reference point for performance evaluation and development, supports fair and consistent pay and grading, reduces disputes as a neutral source of information, and underpins job advertisements and candidate assessment. Supervisors and employees should agree on the final document, particularly for remote workers.

Writing a position description is an important step in defining roles and also in the hiring process.

It’s a document that outlines the reporting relationship, objectives, key responsibilities, skills, and expectations of a specific role.

It can help clarify the expectations of both employers and employees, and to select the most suitable candidates.

Here are some advantages of writing a position description:

It helps to define the purpose and scope of the role, and how it fits into the organisation’s structure and goals. This can create motivation and alignment for the employee, and ensure that the activities and tasks necessary for the success of the business are covered by one role or another 1.
It provides a clear reference point for measuring and evaluating the employee’s performance, and identifying areas for improvement or development. It also forms the basis for appraisals, feedback, and recognition 1 2.
It enables a fair and consistent pay and grading system, based on the skills, experience, qualifications, and responsibilities required for the role 1 2.
It reduces the risk of disputes and conflicts, by providing a neutral and authoritative source of information about the role. It can also help to resolve any queries or issues that may arise during the employment relationship 1 3.
It facilitates the recruitment process, by providing a clear and concise overview of the role, and the ideal candidate profile. It can help to write effective job ads, design relevant interview questions, and assess candidates’ suitability 1 4.

It’s important for both the supervisor and employee to agree on the final position description. This is more so important when people are working remote.

Completing position descriptions for roles within your organisation can seem like a tedious or unnecessary task but overall they benefit employees with a clearer understanding of their role and provide structure for the employer.

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

References

1. https://business.vic.gov.au/tools-and-templates/detailed-job-description-template

2. https://www.dlgva.com/5-key-benefits-of-a-well-written-job-description/

3. https://www.ajg.com/us/news-and-insights/2018/12/benefits-of-creating-and-maintaining-job-descriptions/

4.https://www.hays.com.au/employer-insights/recruitment-information/how-to-write-a-position-description

Further reading:7 Factors to Consider When Hiring External Recruiters and The High Costs of Neglecting Employee Induction.

How to Survive and Accelerate out of a Tight Labour Market in Australia

Tue, 31 Jan 2023 22:14:48 +1100

In brief: Employers can survive and accelerate out of a tight labour market by auditing existing workforce skills, developing staff internally rather than relying on external recruitment, speeding up hiring decisions, offering flexibility and alternative engagement models, reviewing bonus programs for key staff, and measuring and acting on engagement. Career-related reasons, including lack of development, are the leading cause of turnover, and risk is highest in the first year of employment. Keeping policies current and communicating openly complete the approach.

The labour market then and now

When this was written in January 2023 there was no hiding from the headlines that there was a general shortage of workers at most levels, with unemployment at 3.5% (Australian Bureau of Statistics, 2023).

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

Update (November 2026): The labour market has loosened since this was written. Unemployment was 3.5% in December 2022; by September 2026 it was 4.7%, job vacancies had fallen to 325,000, 31.2% below their May 2022 peak, and the share of occupations in national shortage had eased from 36% in 2023 to 27% in 2026 (Australian Bureau of Statistics, 2026a; 2026b; Jobs and Skills Australia, 2026). Even so, skill shortages persist in trades, health and care occupations, and the retention practices below remain relevant.

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

Eight tips to survive and accelerate

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. Career-related reasons, including a lack of development opportunities, have been the leading category of employee turnover for 14 consecutive years in Work Institute’s US exit-interview data (Work Institute, 2025). Development can be as 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, and employees now have an expanded right to request flexible work and a right to disconnect outside working hours. 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 through a labour hire agency, noting the casual employee-choice pathway and labour hire ‘same job, same pay’ rules that have applied since 2024 (Fair Work Ombudsman, 2026).
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. Turnover risk is highest in the first year of employment, with as much as 40% of turnover occurring in that period (Work Institute, 2025), so induction and early development matter most.
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.

Development is the differentiator

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

Further reading:Don’t overcook your workforce planning and What is an employer of record?.

References

Australian Bureau of Statistics (2023) Labour Force, Australia, December 2022. Available at: https://www.abs.gov.au/statistics/labour/employment-and-unemployment/labour-force-australia/dec-2022 (Accessed: 6 November 2026).

Australian Bureau of Statistics (2026a) Labour Force, Australia, September 2026. 15 October. Available at: https://www.abs.gov.au/statistics/labour/employment-and-unemployment/labour-force-australia/sep-2026 (Accessed: 6 November 2026).

Australian Bureau of Statistics (2026b) Job Vacancies, Australia, August 2026. 1 October. Available at: https://www.abs.gov.au/statistics/labour/jobs/job-vacancies-australia/aug-2026 (Accessed: 6 November 2026).

Fair Work Ombudsman (2026) Casual conversion: new rules for changing from casual to full-time or part-time employment. Available at: https://www.fairwork.gov.au/about-us/workplace-laws/legislation-changes/closing-loopholes/casual-employment-changes/casual-conversion (Accessed: 6 November 2026).

Jobs and Skills Australia (2026) 2026 Occupation Shortage List: key findings report. October. Canberra: Jobs and Skills Australia. Available at: https://www.jobsandskills.gov.au/sites/default/files/2026-10/2026_osl_key_findings_report.pdf (Accessed: 6 November 2026).

Work Institute (2025) 2025 Retention Report: employee retention truths in today’s workplace. Franklin, TN: Work Institute. Available at: https://info.workinstitute.com/hubfs/2025%20Retention%20Report/2025%20Retention%20Report%20-%20Employee%20Retention%20Truths%20in%20Todays%20Workplace.pdf (Accessed: 6 November 2026).

Working From Remote (WFR): Is a Divide Between Leaders and Employees Looming?

Thu, 21 Jul 2022 12:41:23 +1000

In brief: A divide between leaders and employees over working from remote is possible: at a New York Stock Exchange event, a show of hands revealed most CEOs present disliked remote working (Tett, 2022), while employees value the flexibility and productivity gains. A Conference Board survey found one-third of workers were still actively looking for a new job, and Dr Caroline Knight of Curtin University suggests the balance is around two to two and a half days of remote work per week.

There appeared to be very few reports at the beginning of the COVID-19 pandemic of people not enjoying the new flexibility of working from remote (WFR) arrangements, for those who had roles that could work remotely of course.

Not only did it protect us but it allowed more time back each day not having to travel, and to work from home or wherever else we felt safe and comfortable.

Working hours may have stretched longer but many reported they were more productive than working at the office.

It emphasised what many employees had been telling organisations for years, that it is output that should be valued and not just time spent at the office.

So employees seem to have adjusted but have their leadership? Some such as Telstra seemed to have publicly embraced WFR as a new modus operandi.

Gillian Tett of the Financial Times reported that at a New York Stock Exchange event including many CEOs, a show of hands revealed most CEOs present disliked the policy of remote working (Tett, 2022).

Does this mean that except for a few leaders like Elon Musk of Tesla, most don’t wish to upset their workforces by publicly stating their preference for people to return to the office? Perhaps there is a WFR dichotomy looming between leadership and their workforces on remote working arrangements.

Even with mutterings of potential recessions around the world employees seem to be voting with their feet and willing to move roles to suit their preferred flexible work arrangements. If the US situation can be taken as a guide for Australia then a new survey from The Conference Board Human Capital Center reveals that one-third of workers are still actively looking for a new job (The Conference Board, 2022). Companies who are offering to accommodate flexible work arrangements seem to be moving ahead in the battle for talent.

Perhaps employees are asking for too much flexibility? Dr Caroline Knight, a Research Fellow at Curtin University's Future of Work Institute says "Some research on this actually does show that it's around two to two and a half [days]” (Kesteven and Ferguson, 2022). This probably matches where many companies themselves have naturally found an equilibrium between remote working and office time.

Only time will tell whether organisations will be able to adjust to find longer term effective remote working arrangements or will push for their employees to return to the office more than what they may truly wish. The balance achieved will likely determine whether there will be a dichotomy between leadership and employees on WFR arrangements.

Linq HR fill HR vacancies and finds HR Vendors for companies. Ph 1300 234 566.

Further reading:Advantages and Disadvantages of Employees Working From Remote and Tips on Managing a Remote and Geographically Dispersed Team.

References

Tett, G. (2022) ‘Why CEOs are so WTF about WFH’, Financial Times, July. Available at: https://www.ft.com/content/8a3f1fa7-8c0c-4068-b0d9-f12c84f0b8d6 (Accessed: 5 November 2026).

The Conference Board (2022) Despite recession risk, 31% of workers plan to quit, press release, 14 July. Available at: https://www.conference-board.org/press/despite-risk-of-recession-workers-still-plan-to-quit (Accessed: 5 November 2026).

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