Workplace practices (10 items)

The gender pay gap continues to show there's "still quite a journey to travel" towards workplace equality. This Q&A explains how employers can use a gender pay gap analysis to understand where to prioritise their efforts for the greatest impact.

It's natural for managers to have "some confusion and fear" about delivering performance feedback, and employers have more work to do in reframing workplace views about psychological safety, a specialist advisor says.

An employer statement provides valuable context for an organisation's gender pay gap, but it also helps to "build a great narrative" around gender equality efforts, according to a leader at the Workplace Gender Equality Agency.

For too long, leaders have treated misbehaviour and misconduct as separate to performance issues at work, but "the world is waking up", a communication specialist says.

It's wise to expect defensiveness when preparing for a performance conversation, and certain strategies help keep the discussion on track, a communications expert says.

Employers that have successfully implemented four-day work weeks have two things in common, according to a workplace consultant.

It can be difficult for leaders to hold employees accountable for poor performance or behaviour when they haven't made it "really clear" what their expectations are, according to a communications specialist.

Leaders can't afford not to have regular one-on-one check-ins with their employees, and HR professionals play a crucial role in selling the value of these conversations, a communications specialist says.

Managers are feeling overwhelmed and ill-equipped to support team members through challenging life events, but employers can take some relatively simple steps to alleviate this, a workplace expert says.

It's critical to approach conversations about employees' absences with curiosity, instead of going in "like a bull at a gate" with assumptions that could be incorrect, a communication specialist warns.