Webcast & Q&A excerpts (all access) | Page 2 (157 items)

The best way to approach flexible work in individual organisations is through the lens of "best available" flexibility for each role, an HR advisor says.

Managing workplace violence and aggression as a psychosocial hazard requires considering not just the different risk profiles of particular workers, but how they respond differently to incidents, an expert says.

Employers are now firmly on notice that when they're considering a major workplace change, they need to assess the risk of psychosocial hazards potentially arising from it, a lawyer says.

An unfair dismissal claim won by an employee suspected of misusing his personal leave entitlement highlights that employers should avoid making hasty conclusions about misconduct, a lawyer says.

To ensure they take 'reasonable management action' when handling complex workplace processes, employers need policies that provide for fairness and consistency, but also some flexibility, lawyers say.

Amid widespread concerns that managers are avoiding difficult processes due to psychosocial safety fears, a lawyer warns that this approach can actually increase the risk of claims.

Disputes so far about the application of fixed-term contract limits haven't yet resolved all the grey areas in the legislation, a workplace lawyer says.

A lack of literacy around wellbeing is holding back progress on workplace psychosocial safety, according to an expert in the field.

Mischaracterising a performance issue as misconduct is a common mistake that can significantly undermine an employer's defence of unfair dismissal claims, a lawyer says.

Enterprise bargaining reforms have added a great deal of uncertainty to the negotiating process, because the prospect of an intractable bargaining determination makes it less likely that either side will end up with the outcomes it wants, according to an employment lawyer.