Discrimination | Page 30 (358 items)

It's vital for any employer planning redundancies to develop its own selection criteria, says Freehills senior associate Natalie Spark. In this article she explains the "tips and traps" associated with the process.

Managers should be discouraged from seeking details about individual workers' disabilities and instead be focused solely on the reasonable adjustments needed to accommodate them, say HR leaders.

Most HR policies fail to deal with modern bullying, discrimination and harassment challenges - including after-hours misconduct and misuse of social networks - says workplace lawyer Brad Swebeck.



In this presentation, he and fellow Hicksons Lawyers partner Stewart Cameron outline:

• How to detect, prevent and manage bullying, discrimination and harassment;
• New psychological injury risks posed by misuse of social networks/media;
• What to include in bullying and harassment policies;
• Your rights and responsibilities when managing employees' out-of-hours behaviour;
• Appropriate responses to employee complaints;
• Lessons to be learned from successful claims brought against employers;
• How to defend spurious claims;
• How to avoid claims arising from performance management; and
• HR managers' liability for psychological injury under the existing and new OHS national framework.

The needs of mature-age employees are similar to those of many new parents or pregnant women in the workplace, according to a consultant for National Australia Bank, who recommends focussing on flexibility and recognition to accommodate older workers.

Could you face an adverse action claim for sacking someone for "poor cultural fit"? Can an employee claim adverse action after being made redundant? What adverse action risks arise during the recruitment process? Kemp Strang employment lawyers Lisa Berton and Nick Noonan answered these questions and more in our recent webinar.

A recent workers' compensation decision involving an employer's bungled inquiry into a workplace conflict of interest should ring alarm bells for employers, and highlights some important do's and don'ts for investigating personal or sensitive matters.

Here are five tips for investigating potentially sensitive or personal issues at work, from experienced investigator and workplace lawyer, Brad Petley.

Managing workers on extended sick leave, or with long-term injuries, requires carefully balancing business needs with your rights and obligations as an employer.



Watch this webcast to learn:

• The major risks in taking action on long-term injured, sick or absent employees;
• A step-by-step process for managing employees on unauthorised absence;
• What to do when an injured worker is unable to return to work or perform pre-injury duties; and
• Tips for defending unfair dismissal and other claims arising from absenteeism.

The real challenge in hiring workers with a disability lies not in making accommodations for them, but in overcoming other employees' attitudes and perceptions, according to a new white paper on the topic.

Employers are often reluctant to ask how a job applicant with a disability might perform a role, but they should be giving each one "a real opportunity to demonstrate capacity", according to federal Disability Discrimination Commissioner, Graeme Innes.