A first-of-its-kind guide on capturing and reporting on workforce neurodiversity data aims to equip employers to identify and act on their neuroinclusion 'pain points'.
It wasn't reasonable for an employer to replace an employee's full-time colleague with two untrained casuals, who worked fewer hours and on different days, a commission has ruled in a psychological injury dispute.
Reframing leadership as a "trust-based, outcome-oriented practice" has helped managers at a newly-hybrid company to lead more efficiently and effectively, according to researchers who studied the transformation.
Accepting an employee's resignation without clarifying a misunderstanding about her role amounted to a constructive dismissal, the Fair Work Commission has found.
Being sacked for serious misconduct after regularly complaining of workplace bullying and harassment would have made a manager feel like "a grave injustice had been perpetrated", the Federal Circuit Court has accepted in adverse action proceedings.
When world news spills into the workplace it can stir up a range of stress responses, requiring managers to take a trauma-informed approach and create "steadiness" for their people, according to a leadership specialist.
The Federal Circuit Court has ordered an employee to pay $125k of his employer's legal costs, finding his actions during general protections proceedings were "so manifestly unreasonable, there must be consequences".
Costly legal disputes continue to highlight the many risks employers face when managing, disciplining, or dismissing employees while they are absent, injured or incapacitated. Attend this webinar for an up-to-date review of the legal framework applying to workplace absenteeism, injury and incapacity, and lessons from recent case law.
