Employers can take one of two paths when determining how to handle cross-complaints that arise during workplace bullying investigations, a specialist says.
An HR manager's decision to dismiss an employee who couldn't perform the inherent requirements of her role was reasonable, despite some "regrettable" lapses in process, the Fair Work Commission has ruled.
An employee whose friendship with a colleague broke down while they were on a holiday together, resulting in numerous workplace confrontations when they returned, has been awarded workers' compensation for a psychiatric injury.
Recent Fair Work Commission rulings deal with abusive workplace behaviour; perceived bullying in competitive environments; and an important jurisdictional question.
Two new reports shine a light on the prevalence of workplace bullying, the work climates that foster it, and its impact on absenteeism and productivity.
An employee accused of stalking and sending unsolicited texts to a colleague both during and after work hours was fairly sacked, the Fair Work Commission has ruled.
The Fair Work Commission has issued warnings and recommendations for an employer to improve its culture, despite finding no actual evidence of workplace bullying.
The Fair Work Commission granted fewer than one per cent of stop-bullying applications in 2015-16, according to its annual report. Meanwhile, research shows HR professionals are far more engaged than other employees; employers are now struggling less to fill positions; and organisations are failing to properly manage travel health.
Workplace bullying complaints continue to pose significant challenges for employers, including where the behaviour doesn't meet the legal definition of bullying or the threshold to make a claim. Watch this HR Daily Premium webcast to understand key lessons from cases where bullying complaints interact with other claims and issues.
What constitutes "best practice" when managing neurodiversity at work is evolving all the time. Watch this HR Daily Premium webcast to learn how to embed neuroinclusive practices into HR programs and every stage of the employment lifecycle.
