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In a time of fatigue, fear, and retreat, diversity advocates are calling on executives and HR practitioners to sustain progress, emphasise the strategic value of DEI, and counter polarisation with the Australian ethos of a "fair go for all".

When an employer responded to an employee's bullying complaints by threatening her mother's job, she had no choice but to resign, the Fair Work Commission has found.

A sacked employee wasn't "up to the job", according to his employer, and his role was no longer required, but the Fair Work Commission has ruled his dismissal was nonetheless unfair.

Despite its evidence of ongoing performance issues, an employer has failed to prove it didn't sack an employee for frequently taking unplanned personal leave.

The number one barrier to bystander intervention in the workplace isn't apathy, but employees thinking they don't have "permission" to act, a behaviour specialist says.

After failing to consult with an absent worker prior to deciding her role was redundant, an employer has been ordered to reinstate her.

For many employees in abusive relationships, breaks from work are cause for fear, not celebration, and managers must therefore prepare for FDV disclosures, a leadership specialist says.

It simply isn't possible for any workplace process to meet the needs of every neurodivergent person, no matter how much care and thought goes into its design, a commission has noted in response to an aggrieved employee's claim.

Very small, simple, and seemingly insignificant acts by leaders can have a huge impact on performance, a psychologist and leadership specialist says.

When an employer reduced the wages of men in its workforce by $10k to bring their pay into line with women's, it effectively dismissed them, the Fair Work Commission has ruled.