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How long should a Performance Improvement Plan be?

Read our guide addressing key questions about Performance Improvement Plans (PIPs), including their duration, purpose, and how they differ from standard reviews.

Nicknames at work: fostering inclusion or risking exclusion?

HR professionals should consider inclusivity, company culture, and employee preferences to ensure nicknames positively impact team morale and reflect shared values.

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4 ways a dismissed employee can take action against you

Understand the legal options they may pursue, especially how adverse action claims can pose bigger risks than unfair dismissal, and why strict adherence to HR policies is essential to protect your business

Middle managers: undervalued and burning out

Middle managers play a crucial role in bridging senior leadership and employees, yet they often face burnout and undervaluation. This article explores the challenges they face, including increasing demands, lack of authority, and limited resources, and offers strategies to support and empower them for organisational success.

HR’s critical role in Sustainability

HR leaders have become vital partners in driving sustainability strategies within their organisations.

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Engaging Casual Workers: Get Ready For The New Laws

To address the new regulations for hiring casual workers, which will take effect in August, HR professionals must take the following actions to ensure compliance and a smooth transition.

Approaching Performance Management the ‘right’ way

Often seen as a tool for addressing underperformance, performance management can actually drive motivation, productivity, and retention when approached proactively. Francesca Snyder and Abraham Ash from Australian Business Lawyers & Advisors explain how clear expectations, regular check-ins, and positive feedback can transform your performance management system into a powerful tool for business success.

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Hr’s Role To “minimise Unfairness” In Redundancies...but Not For One Of Its Own

Despite having operational reasons for redundancy, the employer failed to consider redeployment options and did not consult the employee adequately, rendering the redundancy unjust.