An employer was wrong to sack an employee whose public critiques breached its code of conduct when he had a right to express himself freely under its enterprise agreement, a court has ruled.
An employee who sent numerous texts to a colleague calling him "toy boy" and referencing molestation has failed to convince the Fair Work Commission he shouldn't have been sacked for harassment.
An employee who claimed his co-workers conspired with his employer to falsify s-xual harassment complaints against him has lost his unfair dismissal claim.
A new report is urging employers not to let "superstar" employees get away with s-xual harassment. Also in this article, organisations are calling for stronger obligations to prevent harassment.
An employer could have prevented two unfair dismissal claims by resetting its workplace culture and reinforcing the line between banter and bullying, the Fair Work Commission has found.
Workplace academics have called on HR professionals to take informal harassment complaints more seriously, and assess the extent to which their organisational culture tolerates bad behaviour.
An employer's HR practices have been scrutinised in a workplace bullying review, revealing inferior grievance management and recruitment processes. Also in this article, why bored managers design boring jobs; HR's expanding role and skillset; and more.
A manager should have recognised that his behaviour towards younger female employees would come across as "odd" and "obsessive", the Fair Work Commission has ruled in rejecting his unfair dismissal claim.
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.