Linq HR - HR, Employee Relations and HR Tech Insights #superannuation

How HR Professionals Should Buy HR Products and Services

Fri, 28 Aug 2026 14:31:18 +1000

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.

Define the problem - Clearly identify the business or workforce problem that needs to be solved rather than starting with a particular product or vendor.
Establish requirements - Determine essential requirements, desirable features, budget, implementation needs, risks and measures of success.
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).
Develop a shortlist - Compare providers against consistent criteria such as capability, experience, functionality, service, security, compliance, implementation requirements and total cost.
Evaluate and conduct due diligence - Request demonstrations, proposals or quotations where appropriate. Check references, contractual terms, data handling, insurance and other relevant risks.
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.
Review performance - Measure whether the supplier and solution are delivering the expected outcomes and periodically reassess whether the arrangement remains suitable.
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/

EOFY HR & Payroll Essentials for Australian Businesses

Thu, 19 Jun 2025 10:56:39 +1000

In brief: End of financial year HR and payroll essentials for Australian businesses include reconciling wages, allowances, deductions, tax withholdings and super for the full year, paying super contributions by 28 June, lodging the STP finalisation declaration by 14 July and applying Fair Work Commission minimum wage increases from 1 July. The superannuation guarantee rate rises to 12% from 1 July 2025, the final scheduled increase. Employee records, policies and performance reviews should also be finalised by 30 June.

As 30 June approaches, its the perfect time for Australian companies to ensure their Human Resources and payroll processes are compliant, accurate, and up to date.

Accurate HR processes and payroll data are the minimum standard required to build and maintain trust with your workforce.

Here is an End of Financial Year summary of key actions you need on your checklist, from payment deadlines through to performance reviews.

1. Payroll Reconciliation & Finalisation

Reconcile payroll transactions: Cross check wages, allowances, bonuses, deductions, tax withholdings and superannuation contributions for the full year. Identify and rectify discrepancies now, not later (Billzy, 2024; Pay Cat, 2025).

Finalise Single Touch Payroll (STP) : Lodge the STP finalisation declaration with the ATO by 14 July (or the relevant deadline for your lodgement category) (Pay Cat, 2025).

Generate payment summaries (if required) : For employees not reported via STP (such as terminated staff), issue appropriate payment summaries by 14 July (Pay Cat, 2025).

2. Superannuation Obligations

Super guarantee compliance: Ensure all super contributions for the financial year are paid and reported. Payments must be made by 28 June to count for the year (Billzy, 2024).

Update superannuation rates: The super guarantee (SG) rate will increase to 12% on 1 July 2025. The 12% rate will need to be applied for all salary and wages paid to eligible workers on and after 1 July. This is even if some or all of the pay period it relates to is before 1 July. This is the final scheduled increase. (ATO, 2025)

3. Awards, Minimum Wage & Classification Updates

Apply award rate updates: Review Fair Work Commission determinations for your industry , incorporate any award and classification changes or minimum wage increases effective from 1 July (Employment Hero, 2025; HRM Online, 2024).

Update HR systems: Ensure salary histories, award conditions, pay rates and processes are current before the new financial year (Employment Hero, 2025; Pay Cat, 2025).

4. Employee Data & Records Management

Verify employee records: Confirm all staff details—names, addresses, Tax File Numbers, super fund ABNs/USIs, visa status are accurate in HR/payroll systems (Pay Cat, 2025; Liquid HR, 2024).

Assess leave and other entitlements: Reconcile annual leave, long service leave, bonuses, FBTed benefits, salary sacrifice and other accruals (Employment Hero, 2025).

Close employee records: Finalise details for staff who departed during the year, ensuring proper treatment under STP & TFN legislation (Employment Hero, 2025).

5. HR Policy, Compliance & Documentation

Review HR policies: Audit and update workplace policies and procedures (e.g. workplace safety, expense policies, leave, discipline, termination) to reflect legislative changes (HRM Online, 2024; Liquid HR, 2024).

Renew agreements and contracts: Issue revised policies, agreements or contracts for the new year, and have them acknowledged or signed off digitally, if possible. (Employment Hero, 2025).
Enterprise Agreements : Start planning for Enterprise Agreement bargaining including notifying employees if an Enterprise Bargaining agreement is coming due for renewal.

Performance reviews & planning: Finalise annual performance assessments, set development goals and calibrate for FY26 (Liquid HR, 2024; Employment Hero, 2025).

6. Reporting & Strategic Planning

ATO reporting: Lodge PAYG withholding and taxable payments annual reports where applicable, plus complete STP finalisation (Pay Cat, 2025; Billzy, 2024).

WGEA snapshot: Prepare employee data for the Workplace Gender Equality Agency (WGEA) report, including workforce composition, classifications, remuneration and leave (Employment Hero, 2025).

Workforce planning: Analyse hiring trends, staffing needs and organisational structure for the upcoming year (Employment Hero, 2025; Liquid HR, 2024).

Your End-of-Year Action Plan

Focus	Action	Deadline
Payroll reconciliation	Cross check all payroll elements	30 June
STP finalisation	Lodge year end STP declaration	14 July
Payment summaries	Issue where STP not applicable	14 July
Super guarantee	Pay and report super	28 June
Award/minimum wage	Apply updates effective 1 July	Before 1 July
Employee records	Verify TFNs, visas, leave balances	30 June
HR policies & docs	Review and distribute updates	Before 1 July
Performance reviews	Complete and set goals	30 June
WGEA & ATO reporting	Prepare lodgements/reports	ATO/WGEA due
Workforce planning	Plan hires & budget for FY26	Pre‑July

Why These Steps Matter

These tasks are more than deadlines as they support:

Compliance & risk management: Avoid penalties with accurate STP, super and tax lodgements.

Employee trust & transparency: Timely summaries, leave balances, and clear policies foster positive culture.

Strategic agility: Performance reviews, workforce planning and award updates position you ahead of FY26.

Organisational readiness: Clean data ensures smooth audits, loans, insurances and financial decision making.

Final Tips for a Smooth EOFY

Start early: Begin reconciliations and policy reviews across April–June (Employment Hero, 2025).

Use checklists/tools: Build your own tailored end of year checklist so no important deadlines or activities are missed.

Engage specialists: Collaborate with payroll or HR consultants, or tax agents, to verify compliance (Billzy, 2024).

EOFY is more than finalising finances, it’s about powering your HR operations into the next year. By reconciling payroll, updating classifications, refreshing policies, reporting accurately, and planning strategically, your business will enter FY26 ready and resilient.

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:Annual Wage Review 2025: FWC Announces 3.5% Increase and The Payroll Problem Nobody Has Solved Yet.

References

Aurion. 2025. EOFY Payroll 2025 Checklist. Available at: https://aurion.com/eofy-checklist

Australian Tax Office. Available at: https://www.ato.gov.au/businesses-and-organisations/small-business-newsroom/the-final-sg-rate-increase-is-coming-on-1-july

Billzy. 2024. End of Financial Year Payroll Guide for Businesses in Australia 2024. Available at: https://www.billize.ai/learn/end-of-financial-year-payroll-guide-australia-2024

Employment Hero. 2025. HR Platform: End of Financial Year (EOFY) Tasks. Available at: https://help.employmenthero.com/hc/en-au/articles/12658026755599-HR-Platform-End-of-Financial-Year-EOFY-Tasks

HRM Online. 2024. HR’s Guide to Preparing for the EOFY. Available at: https://www.hrmonline.com.au/section/featured/hrs-guide-to-preparing-for-the-eofy/

Liquid HR. 2024. HR Considerations for End of Financial Year. Available at: https://liquidhr.com.au/hr-considerations-for-end-of-financial-year/

Pay Cat. 2025. End of Financial Year Tips and Tricks for More Efficient Payroll. Available at: https://www.paycat.com.au/blog/end-of-financial-year-tips

Payroller. 2023. EOFY Checklist: Key End of Financial Year Tasks for SMBs. Available at: https://payroller.com.au/end-of-financial-year/eofy-checklist/

Top 3 Challenges Faced by HR Teams When Sourcing New Vendors

Tue, 30 Aug 2022 08:00:00 +1000

In brief: The three main challenges HR teams face when sourcing new vendors are the hours lost identifying suitable providers, analysing shortlisted vendors on service quality, track record, expertise and overall value, and negotiating the contract. Negotiation is the hardest step because of cost risks such as a higher total cost of ownership. Involving Finance and agreeing measurable performance standards for the first 3 to 12 months before work begins helps manage these risks.

The rapid growth of the HR tech and outsourcing industry means there are many options to choose from. The HR tech market’s growth for instance, was valued at USD 43.42 billion in 2025 and is projected to reach USD 86.08 billion by 2034 (Fortune Business Insights, 2026).

Unfortunately, an ever-expanding HR marketplace doesn’t make things easier when it comes to choosing the right vendor.

Whether you’re hiring external recruiters or looking for the best HCM system, the process of identifying and screening vendors is challenging, and can be a major distraction from the everyday responsibilities of HR.

Top Vendor Sourcing Challenges for HR Professionals

Although HR can readily define the company’s needs, successfully identifying and engaging vendors remains a challenge.

Here are some of the top challenges which have the biggest business impact.

1. Lost Hours Identifying Vendors

Researching different vendors takes a lot of time and effort. It could take you days or even weeks going through vendor websites and brochures comparing product features.

There’s also the time spent researching customer reviews on websites like G2, searching for market providers which match your industry needs or geographical spread or asking for recommendations from colleagues.

While there are no shortcuts to this—unless you outsource the process, the biggest issue here is that this time could be spent on critical HR activities such as employer branding and identifying workplace training needs.

2. Challenges Conducting Vendor Analysis

After filtering your initial list of potential vendors, it’s time to assess their suitability. Ultimately, qualifying HR vendors comes down to vetting them on the basis of factors like:

Service Quality – can they provide the service better than what you can deliver internally? Are their services truly best in class? Do they maintain high service levels?

Track record and consistent delivery – does the vendor deliver consistently across different companies and industries seamlessly? Can you verify their track record with current clients?

HR Expertise – is their sales focus stronger than their HR knowledge? Do they have strong HR processes supporting their services? Do they stay current with or lead in HR expertise?

Value - does the vendor provide overall value? Will your Line Managers and Finance be satisfied with the value of services being purchased? Will the vendor provide the expected impact? Will employees ultimately benefit?

3. Finalising Contracts and Vendor Engagement

Negotiating HR vendor contracts is arguably the most challenging part of the process due to the cost-related risks involved. Keen on maximising revenue, vendors can lead you into signing contracts which make the Total Cost of Ownership (TCO) or charges for underutilised services way higher than it should have been.

As a general rule, if you don’t have a skilled negotiator in your team, make sure you involve Finance. Even if Finance isn’t skilled in negotiations, they can easily spot loopholes and clauses which have the potential of leading to unnecessary costs.

When preparing to engage the new vendor its important to agree on expectations upfront before work starts. Ideally this would be in the form of measurable performance standards or at least an agreed description of outcomes expected over the first 3-12 months. Ensure the vendor has all the necessary information and access to staff in your organisation they need to start successfully.

Do You Need Help Sourcing New HR Vendors?

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 Your HR Vendors as Business Goals Change and What is the Role and Benefits of a Human Resources Broker?.

References

Fortune Business Insights (2026) Human Resource Technology Market Size, Share & Growth [2034]. Available at: https://www.fortunebusinessinsights.com/human-resource-hr-technology-market-105437 (Accessed: 5 November 2026).

Maybe its time to Rethink the Modern Day mix of Employee Leave Entitlements?

Wed, 03 Aug 2022 13:52:25 +1000

In brief: The modern mix of employee leave entitlements may need rethinking as newer types such as Life Leave, Gender Affirmation Leave, Grandparents Leave and Pawternity Leave join older entitlements like Long Service Leave. A growing number of leave types is hard for HR to administer and confusing for supervisors, and total entitlements appear to be increasing, raising the question of whether this makes employment more expensive or helps attract talent, and whether older types should be replaced.

Given the Australian Government’s Jobs and Skills Summit in September 2022, it was as good a time as ever to think about our employees’ leave entitlements and their purpose.

Where our leave entitlements came from

When I first started in Employee Relations my mentor (long time Employee Relations specialist) told me I needed to understand the fundamentals behind each leave type. Being a bit younger back then the whole story of Long Service Leave (LSL) originally being set around the time it took for a holiday break, including a ship ride to visit the UK or Europe, wasn’t that interesting to be honest. LSL seemed just as distant as getting access one day to my locked up preserved superannuation.

Why casuals are paid a loading

Then there was the reason for casuals. Paid a premium, the casual loading (a higher pay rate, set at 25% in many modern awards), to offset the benefits received by permanent employees, as their employment ended each time they finished work on a particular day (Fair Work Ombudsman, 2026).

The new types of leave emerging

Today new types of leave are steadily emerging or already available including Life Leave, Gender Affirmation Leave, Grandparents Leave, and even Pawternity Leave to support our furry friends. These all have real intentions and reasons behind why they exist. Family and domestic violence leave, once an employer-offered benefit, is no longer emerging: since 2023 all employees, including casuals, are entitled to 10 days of paid family and domestic violence leave each year under the National Employment Standards (Fair Work Ombudsman, 2026).

The administrative load on HR

From a HR/People perspective so many leave entitlements can be difficult to manage. It can be confusing for supervision as well.

Is the overall mix still fit for purpose?

Leave entitlements in total seem to be gradually increasing. Although I understand they are only entitlements and not all fully granted without a need to take. Is this making employment potentially more expensive or is it a talent attraction for those forward thinking companies? Should the old leave types like Long Service Leave be replaced with more contemporary and relevant leave types to recognise today's employee and company needs?

Whatever the answer ends up being, it won't be decided anytime soon but I think we are at the start of a journey towards redefining the modern day mix of leave entitlements for a changing workforce.

Where entitlements stand today (updated November 2026)

Under the National Employment Standards, full-time and part-time employees receive four weeks of annual leave and 10 days of paid sick and carer’s leave each year, two days of compassionate leave per occasion, and up to 12 months of unpaid parental leave after 12 months’ service, while all employees, including casuals, can take 10 days of paid family and domestic violence leave each year (Fair Work Ombudsman, 2026). Government Parental Leave Pay increased to 24 weeks from 1 July 2025 and 26 weeks from 1 July 2026, with a superannuation contribution paid on it from 1 July 2025 (Services Australia, 2026). Long service leave remains set by state and territory laws (Fair Work Ombudsman, 2026).

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:EOFY HR and payroll essentials for Australian businesses and Making the right to disconnect laws work for your business.

References

Fair Work Ombudsman (2026) Annual leave. Available at: https://www.fairwork.gov.au/leave/annual-leave (Accessed: 6 November 2026).

Fair Work Ombudsman (2026) Casual employees. Available at: https://www.fairwork.gov.au/starting-employment/types-of-employees/casual-employees (Accessed: 6 November 2026).

Fair Work Ombudsman (2026) Compassionate and bereavement leave. Available at: https://www.fairwork.gov.au/leave/compassionate-and-bereavement-leave (Accessed: 6 November 2026).

Fair Work Ombudsman (2026) Family and domestic violence leave. Available at: https://www.fairwork.gov.au/leave/family-and-domestic-violence-leave (Accessed: 6 November 2026).

Fair Work Ombudsman (2026) Long service leave. Available at: https://www.fairwork.gov.au/leave/long-service-leave (Accessed: 6 November 2026).

Fair Work Ombudsman (2026) Maternity and parental leave. Available at: https://www.fairwork.gov.au/leave/maternity-and-parental-leave (Accessed: 6 November 2026).

Fair Work Ombudsman (2026) Paid sick and carer’s leave. Available at: https://www.fairwork.gov.au/leave/sick-and-carers-leave/paid-sick-and-carers-leave (Accessed: 6 November 2026).

Services Australia (2026) How much Parental Leave Pay you can get. Available at: https://www.servicesaustralia.gov.au/how-much-parental-leave-pay-you-can-get?context=22191 (Accessed: 6 November 2026).

Why are my Employees Constantly being Headhunted?

Wed, 03 Aug 2022 13:52:25 +1000

In brief: Employees are headhunted successfully when managers miss the warning signs, with the best performers often the first to resign. Seven areas determine whether staff accept an approach: leadership style, engagement, the employer value proposition, internal mobility, performance management, flexibility to work remotely, and genuine corporate social responsibility. Addressing these areas makes employees, particularly top talent, less likely to leave.

As a manager and leader of people you constantly have multiple things to focus on.

It can be busy and distracting at the same time depending on your challenges and workload.

Your employees seem happy and performing okay. No real issues have been raised.

Then you are shocked when they start to resign. Particularly when your best employees leave first.

Seven questions to ask before your people leave

Here are a few questions to consider to prevent your employees from being tempted by a Headhunter;

Leadership Style

Are you approachable, do you set achievable targets, do you let employees bring their best selves to work? Do employees respect or just tolerate you as their leader?

Engagement

Is there a high level of employee engagement? This is the level of enthusiasm and connection employees have with the organisation. High levels of engagement make it difficult for employees to be headhunted as their commitment to stay is high.

Employer Value Proposition (EVP)

Your EVP is the culmination of all your company’s offerings in things such as compensation and career development, which balances out what an employee brings to you. Is your EVP in balance with employee expectations?

Mobility

Are employees able to transfer across the organisation in support of their career growth? Or do they have to leave to move ahead?

Performance

Is non-performance actively managed so that employee contributions are evenly distributed based on effort, skills and abilities?

Flexibility

Are employees who can effectively do their roles remotely allowed the opportunity and trusted to work away from the traditional workplace?

Corporate Social Responsibility (CSR)

Does your company operate in the best interests of society and the environment, and are its efforts genuine and visible?

Addressing these questions will help your employees be less tempted in moving when approached by a Headhunter. Particularly your best talent.

Further reading:The value of cultivating a positive employee experience and Business strategies involving employees.

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

Is your Superannuation really that Super?

Fri, 10 Sep 2021 15:06:04 +1000

In brief: Superannuation may not be performing as well as members assume: APRA's first performance review found 13 super funds failed testing, affecting over 1 million members, while super assets reached a record $3.3 trillion according to APRA's June 2021 quarterly statistics. The Productivity Commission estimated that moving from one of the worst-performing funds to one of the best could boost the average worker's retirement balance by $660,000. Workers should check their fund using the ATO's YourSuper tool and seek independent advice.

When was the last time you checked on the performance of your Superannuation?

The Australian Governments Prudential Regulation Authority (APRA) recently released the results from their first superannuation performance review1.

They have reported Superannuation assets now sit at a record $3.3 trillion2. Over time the superannuation industry has become large and complex and important to many peoples retirement.

APRA found 13 superannuation funds which failed their performance testing with over 1 million people in these funds affected. Each of these funds are required to notify their members of this result.

This should be a reminder that it is important for employees to regularly check their superannuation performances and for anybody found in an underperforming fund to start researching and consider switching.

With many people feeling superannuation is too complex to understand annual statements can often be ignored. This is understandable but over time this can be costly.

According to the Productivity Commission, the gains from switching from one of the worst-performing funds to the best performing funds could boost the average worker's retirement balance by $660,000. Its review in 2019 found that a 0.5 percentage point difference in fees can cost a typical full-time worker about 12 per cent of their balance – or $100,000 – by the time they retire3.

So when was the last time you checked on your super? Its never too late.

Since everyone's situation is different, it's recommended you seek independent financial advice about super matters specific to your circumstances.

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://www.apra.gov.au/superannuation/performance-and-transparency/annual-superannuation-performance-test

2.Australian Prudential Regulation Authority (APRA), Quarterly superannuation performance, statistics highlights, June 2021 (released 24 August 2021), p3 https://www.apra.gov.au/sites/default/files/2021-08/Quarterly%20superannuation%20performance%20statistics%20highlights%20-%20June%202021.pdf

3. https://www.abc.net.au/news/2021-08-31/retirement-savings-investing-superannuation-funds-yoursuper-list/100419844

Further reading:The Main Components of Executive Compensation in Australia and Rethinking the Mix of Employee Leave Entitlements.