Webinar – Exercising Your Positive Duty With Positivity

Webinar – Exercising Your Positive Duty With Positivity

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Webinar – Exercising Your Positive Duty With Positivity

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ABOUT

From 1 December 2025, all Victorian businesses have a new positive duty to eliminate or reduce psychosocial hazards and that involves a lot more than just doing a risk assessment and updating your policies. It also provides a great opportunity for business leaders and HR and WHS professionals to generate real and lasting cultural change with strong employee engagement and psychological safety.

Peter Maguire, Practice Leader at Ridgeline HR and PosWork will be discussing this with Catie Paterson from Blue Kite Consulting. They share decades of experience in the HR field and are experts in workplace relations and related compliance as well as in positive psychology based workplace cultures and change management. When you blend all of that together, you’ll get much more than the same old risk management spiel on psychosocial hazards and they’ll teach you how to address the positive duty with positivity using a strengths-based approach with some practical exercises to boot.

DATE

Monday 10 November 2025 11:00 AM – Tuesday 11 November 2025 12:00 PM (UTC+11)

Bookings at https://www.trybooking.com/DGREZ

 

 

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

Your consultation obligations and AI

Your consultation obligations and AI

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Your consultation obligations and AI

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We have been hearing a lot about the uptake of AI by corporations to automate tasks and reduce labour requirements with concerns about the loss of human job opportunities very much on the rise and the ACTU has called for special arrangements for consultation with workers on prospective implementation of artificial intelligence tools in their businesses……but are they needed?  

 

Consultation about major workplace change

Perhaps not?

You see all modern awards and enterprise agreements have consultation clauses which provide that, If an employer makes a definite decision to make major changes in production, program, organisation, structure or technology that are likely to have significant effects on employees, the employer has certain obligations. Here is what the Clerks – Private Sector Award 2020 says that the employer must do: 

(a) give notice of the changes to all employees who may be affected by them and their representatives (if any); and

(b) discuss with affected employees and their representatives (if any):

(i) the introduction of the changes; and

(ii) their likely effect on employees; and

(iii) measures to avoid or reduce the adverse effects of the changes on employees; and

(c) commence discussions as soon as practicable after a definite decision has been made.

38.2 For the purposes of the discussion under clause 38.1(b) , the employer must give in writing to the affected employees and their representatives (if any) all relevant information about the changes including:

(a) their nature; and

(b) their expected effect on employees; and

(c) any other matters likely to affect employees.

38.3 Clause 38.2 does not require an employer to disclose any confidential information if its disclosure would be contrary to the employer’s interests.

38.4 The employer must promptly consider any matters raised by the employees or their representatives about the changes in the course of the discussion under clause  38.1(b) .

38.5 In clause 38 significant effects , on employees, includes any of the following:

(a) termination of employment; or

(b) major changes in the composition, operation or size of the employer’s workforce or in the skills required; or

(c) loss of, or reduction in, job or promotion opportunities; or

(d) loss of, or reduction in, job tenure; or

(e) alteration of hours of work; or

(f) the need for employees to be retrained or transferred to other work or locations; or

(g) job restructuring.

What happens if an employer does not consult or comply with the clause

Because it is a matter that is in the award, it is subject to the disputes settlement procedure in the award and accordingly employees and/or unions could lodge disputes with the Fair Work Commission for conciliation or arbitration of such a dispute.

What it all means

Firstly, let’s be clear, regardless of how you contract them, most employees have award coverage and therefore award consultation provisions will apply to most workers, especially those below executive and professional levels (although some awards cover some of them too).

So, if you are introducing changes with AI that will have an impact on jobs or roles or training or the other elements mentioned in the award clauses, start with what your award obligations say.

Secondly, be proactive and make a sound business case for what you are proposing to do and, if you can, engage your people in the design and change management process.

Thirdly, try to find ways to mitigate the effects for people through retraining, redeployment, redesign of jobs and other creative paths. Maybe there can be a bit of job crafting around life balance for some people. Maybe there is someone who would like to retire but needs some support to do that. It isn’t one size fits all but you do need to be fair.

Fourthly, keep it honest and transparent with frequent and open communication…..with compassion.

Fifthly, make it a positive experience for people and find milestones and reasons to celebrate along the way.

Finally, managing change is complicated in psychology and process, in effectiveness and from a legal perspective. Get someone who know how to do this stuff well and progressively to help you. 

Please call us on 0438 533 311 or email enquiries@ridgelinehr.com.au if you want to explore how we might be of assistance with any issues like this in your business.

 

 

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

Is the sky falling on salaries?

Is the sky falling on salaries?

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Is the sky falling on salaries?

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There has been a lot of noise from employer bodies and conservative media about the Albanese government’s decision to legislate protections of penalty rates and overtime loadings but will it really mean the end of salaries as we know them and will that mean reduced flexibility and productivity as they claim? 

The issue

The Fair Work Amendment (Protecting Penalty and Overtime Rates) Bill 2025 was introduced to Parliament last week.

It proposes amendments which would have the effect of:

  • ensuring that the specified penalty or overtime rates in modern awards cannot be reduced; and
  • closing loopholes in the modern awards safety net that allow employers to “roll up” penalty and overtime rates into a single rate of pay that doesn’t fairly compensate award-reliant employees for remuneration they would have otherwise received.

The employer reaction

A couple of headlines about the federal government legislation to protect penalty rates caught my eye:

– HR Daily: “Penalty rates Bill a “backwards step” for employers”; and
– Dynamic Business: “Labor blocks business flexibility with new penalty rate laws”

Sounds like life will get tougher for employers, doesn’t it?

The truth

No, it won’t……..other than for businesses which were planning on reducing costs by reducing workers’ wages via cuts in penalty and overtime rates.  

Employers are already required by law to ensure employees are paid at least what they would be entitled to under any applicable industrial instrument ie a modern award or enterprise agreement.  

That includes penalty rates and overtime loadings. You can’t contract out of them but you can repackage them in individual flexibility agreements, common law contracts or enterprise agreements provided that employees are better off financially than they would be if the award was literally applied.

The amendment actually notes that it is about: “a single rate that doesn’t fairly compensate award-reliant employees for remuneration they would have otherwise received.” So it is saying you can’t pay people less than they would be entitled to under all of the monetary provisions of the award that covers them.

The explanatory memorandum to the bill also states that individual flexibility agreements and enterprise agreements are still available for compensating for setting off entitlements like overtime and penalty rates subject to satisfaction of the Better Off Overall Test ie the employee has to be better off under the agreement.

What it all means

This has been triggered by an application from an employer association to have an award varied to allow for exclusion of penalty and overtime rates via a flat fixed overboard payment.

Sadly, there are countless cases of employers underpaying workers by implementing just these sorts of arrangements via contracts or agreements which do not adequately compensate them based on the work that they do, when they do it and the conditions in which they do it.

This legislation will just make the obvious obligations that employers already have irrefutable and strengthen the case of wage theft prosecutions for employers who don’t comply.

It won’t reduce flexibility or productivity – it will just preserve what are already legal rights but it will be legislatively explicit now. 

Please call us on 0438 533 311 or email enquiries@ridgelinehr.com.au if you want to explore how we might be of assistance with any issues like this in your business.

 

 

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

You’re kidding me …..

You’re kidding me …..

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You’re kidding me …..

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Employers might like to think that what happens with an employee outside work is of no concern to them and they have no responsibilities in that regard but is that totally true?

The issue

Last week, a client called me to enquire about what rights they had in relation to an employee who had failed to attend for work, failed to notify them and failed to take the call or respond to their call to his mobile phone.

When I delved down into the situation, I learned that:

  • the business has more than 15 staff
  • the employee is a young man who has completed an apprenticeship with them and been with them for about 4 years 
  • another of his family members with whom he lives also works in the business
  • the employee would normally come to work with that other family member who did come to work that day and told the employer that this employee was still in bed
  • it was not characteristic for the employee to do this and it hadn’t happened before
  • they had noticed a deterioration in his attitude and had to speak with him about his performance recently
  • things were a bit quiet for the business
  • there was no record of any disciplinary action eg no formal warnings or anything for that sort
  • they didn’t have any disciplinary procedure

So what advice should I have provided?

Being a large business employer brings procedural responsibilities

As much as we might think that the 15 employee threshold for a business to be considered a large business employer under the Fair Work Act 2009 is grossly unfair (which it is), those are the rules and we have to live with them.

This means that the employer in this case has to be much more conscious of going through the right process in any actions that they might take against an employee than a small business employer would. Those processes need to be fair and provide the employee with the opportunity to respond to any allegations made against them and any actions proposed plus decisions need to be evidence-based – on the balance of probabilities – if they are going to be defensible in the event of a formal complaint being made eg of adverse action or unfair dismissal.

There is now also the added factor of psychosocial hazards which include “poor organisational justice”.

 There was a vulnerability here because the employer had neither the policies and procedures nor the experience and skills to be able to deal appropriately with this issue in a demonstrably fair way.

Where the external environment comes in

I made note of the fact that the employer had said that this hadn’t happened before with this employee but they had noticed a deterioration in his attitude of late. I then asked whether they had any knowledge of anything going on in his life that might account for that either directly or through the other family member that worked with them.

This didn’t draw a great reaction – there was an immediate protest along the lines of: “You’re kidding me! Employers can’t be responsible for what happens with employees outside work, they have a job to do and they either turn up and do it or they can go.”

Well, I had to say: “sorry but it isn’t that simple”.

What is happening with an employee outside work can impact on:

  • the employee’s state of mind and physical, emotional and mental health and
  • their related fitness to attend for work and to perform their duties to the desired level and 
  • the employee’s attendance for work and
  • their relationships at work and outside work plus
  • there could be things going on at work which are also having an impact. 

Of course, I told her that she isn’t responsible for the employee’s behaviour outside of work but I also said that she needed to take into account factors that might be affecting his attitude and performance whether they were work-related or not.

This is especially the case when there had been a noticeable change in the employee’s attitude and behaviour, there hadn’t been any such problems in the past and no record of disciplinary action. I told her to be curious and find out what has caused that.

That gives the opportunity to deal with what the real underlying problems are rather than just treating the symptoms (ie deteriorating attitude and unnotified absence). Then you can hold the employee accountable for whatever commitments flow from that.

We also know that sometimes an employee is having a tough time in life and by being curious and non-judgmental, we might find out something that is important – like a domestic violence situation that the employee might need help with. 

Bottom line – approaching these situations with curiosity and kindness will deliver much better results than just disciplining people.

Please call us on 0438 533 311 or email enquiries@ridgelinehr.com.au if you want to explore how we might be of assistance with any issues like this in your business.

 

 

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

Probation ain’t what it used to be

Probation ain’t what it used to be

Latest News & Events

Probation ain’t what it used to be

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One of the most common questions that we get asked is what an employer needs to do if they want to dismiss a new employee during their probation because it isn’t working out …. our answer might surprise you.  

If I sack someone when they are on probation, I’m protected from an unfair dismissal claim, right?

The answer is that you probably are but not specifically because they are on probation.

That used to be the case under the Workplace Relations Act 1996 which preceded the Fair Work Act 2009.

Back then, the legislation actually provided for probation periods of up to 3 months or longer if the technical requirements of the role justified it and there was a legislated exemption from unfair dismissal claims for employees on probation……..but that all went out with the Fair Work regime.

So what are the rules now?

Under the Fair Work Act, employees have to serve a qualifying period of service with an employer before they are eligible to make an unfair dismissal claim and that is:

  • 6 months in the case of an employer with 15 or more employees (simple headcount including full-time, part-time and regular casual employees and those employed by associated entities); or
  • 12 months in the case of an employer with less than 15 employees.

There are a few other exemptions such as where termination occurs as the natural expiration of the period of an apprenticeship or fixed term engagement. 

So we are safe if the employee hasn’t qualified to make an unfair dismissal claim?

Well, you would like to think so, wouldn’t you?

That isn’t the case though because there are multiple jurisdictions in which an employee or ex-employee can prosecute a grievance.

One of those is an adverse action complaint under the General Protections provisions of the Fair Work Act where a claim of discrimination on prohibited grounds or of victimisation for exercising a workplace right  can be made.

Another is a claim of underpayment of wages to the Fair Work Ombudsman or there could be a WorkCover claim for psychological injury from the trauma of the termination process.

So should I even bother about probation periods?

 Absolutely, you should.

A robust probation review process whereby an employee’s progress is monitored constructively and supportively and they get regular feedback and instructions on what they are doing well and any areas requiring improvement is just good people practice. 

The other thing is that, if the new employee doesn’t work out and you have gone through that good probation process with them fairly, that is a protection against claims in other jurisdictions on the basis of what they call “reasonable management action”.

So yes you should have them and you should exercise them and you should document the actions taken through them. 

Anything else

We have had cases where “skeletons jumped out of the closet” when an employee was terminated – perhaps there were bullying complaints that were brewing or there was an underpayment issue that hadn’t been raised but which emerged when the ex-employee investigated their options and got advice from an authority like the Fair Work Ombudsman or WorkSafe or from a friend or family member or their union.

The bottom line with this is that no employer can afford to not have someone who they can rely on to provide them with the right advice on their wage and other employer obligations, whether that be through an internal HR resource, membership of an employer or industry association which provides such a service or through appropriately experienced and knowledgeable employment lawyers or workplace relations consultants like us.

And please, before you terminate someone, get some professional advice on how to go about that (or even if you should).

Please call us on 0438 533 311 or email enquiries@ridgelinehr.com.au if you want to explore how we might be of assistance.

 

 

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

What are the big HR issues for SMBs in 2025?

What are the big HR issues for SMBs in 2025?

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What are the big HR issues for SMBs in 2025?

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Hey everyone, 2025 is already shaping up as another big year of legal change so we are running a free webinar to give you the heads up on what the big issues are this year. 
Headlining that list is the new criminal offence of wage theft and the Voluntary Small Business Wage Compliance Code that became operative from 1 January. 
But there is lots more with changes already happening with a number of awards, people being able to prosecute unfair contract claims next month, the new positive duties regarding psychosocial hazards and sexual harassment to really kick in plus more to talk about.
Joining me to discuss all of that is the wonderful Jessy Warn from HR Gurus who are specialists in helping SMBs with PEOPLE STUFF with NO FLUFF.
They have just celebrated their 15th birthday so they aren’t new kids on the block – they know their stuff.
See you there.

 

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH