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It would be "unconscionable" to allow an employer to dismiss a group of employees for misconduct after an "arbitrary and unfair" investigation, a Fair Work Commission full bench has ruled.

Approaching leaders' resilience more proactively is helping an employer respond to ambiguity with more "foresight, hindsight and insight", its people leader says.

The Federal Court has restrained a non-legal representative from communicating with three major employers on behalf of unvaccinated workers, finding his emails have become "progressively more aggressive" and threatening.

Leaders tend to think they're doing a better job than they actually are, and this lack of self-awareness is a major obstacle to navigating a world of hyper-change, says an organisational psychologist.

An employee who initially thought her demotion letter was an "emotional brain-snap" has successfully argued she was unfairly sacked.

An employer has failed to prove that it sacked an employee over "threatening" and "offensive" internal communications, with a court finding her complaints about executives "sealed [her] fate".

A university has modelled its flexible work approach around six principles, within a framework that prioritises teams above individuals or the organisation as a whole.

Managers consistently dealt with an employee's work mistakes in a "positive, encouraging and supportive manner", even while dealing with numerous customer complaints, the Fair Work Commission has found in unfair dismissal proceedings.

After encouraging "slow weeks" once a quarter to prevent burnout early in the pandemic, an employer now uses them for valuable L&D time and says they actually improve employees' output.

An employee's flexible work arrangements placed an "unfair burden" on his colleagues, meaning it was open to his employer to limit his remote working to one day per week, a commission has ruled.