• «
  • 1
  • 2
  • 3
  • »
Dec 12

Procedural fairness and treatment: Chase evidential rabbits down burrows (and do offer tea…)

In this week’s blog, we discuss the recent lessons to be learnt from the following successful unfair dismissal application to the Fair Work Commission: Kefeng Deng v Westpac Banking Corporation (U2018/5696). The decision was delivered on 30 November 2018, by Commissioner Riordan. The case: Deng v Westpac The context for the application to the Fair […]

Sep 19

Who should conduct an external investigation into workplace complaints?

Last week, at the annual conference of the Australasian Association of Workplace Investigators, there were some interesting and robust discussions in relation to the ethics that should be adhered to by independent investigators when they are investigating a complaint in the workplace. The role of an independent investigator There was a firm view that the […]

Aug 29

“Fix Your Team”: The Federal Liberal Party – a (light-hearted) model case study

So we thought we’d start this week’s blog post with a quick and topical quiz for you! Thinking about the Liberal Party’s behaviour last week in Canberra, were you: (a) horrified (b) shocked (c) apathetic (d) none of the above. Regardless of your response, you may in any event have found yourself quoting the political […]

Jul 25

Evolving approaches to managing workplace conflict

Eleven years on from 2007, when we first started Worklogic, it is interesting to reflect on what the evolving approaches to managing workplace conflict and complaints. 1. Workplace Investigation remains the key tool for serious allegations A solidly conducted workplace investigation has been, is, and always will be a fundamentally important response when allegations of […]

Jul 11

How to respond to a vexatious complaint

In previous blog posts we have explored the issue of vexatious complaints, and provided some key principles that should guide your approach as an employer in such situations. The recent case of Ms Linda Hanrick v Meridian Lawyers [2018] FWC 3256, decided on 5 June 2018, explored this issue, and offers a fresh example for […]

Jun 27

Employer best-practice in preventing sexual harassment in the workplace

As you may know, the latest impact of our current post-Weinstein awareness of sexual harassment has been the announcement last week by the Sex Discrimination Commissioner, Kate Jenkins, of a national inquiry into sexual harassment in Australian workplaces. It was interesting to note that Commissioner Jenkins specifically identified that “the global conversation about sexual harassment […]

Jun 13

How to reduce the risk of elder abuse

The United Nations has designated 15 June as World Elder Abuse Awareness Day (WEAAD). The objective of WEAAD is to raise awareness and to focus global attention on the problem of physical, emotional, and financial abuse of elders and how best to reduce incidents of abuse of elders, increase reporting of such abuse, and to […]

Apr 18

Dealing with Support People in Workplace Investigation Interviews

Being interviewed as part of a workplace investigation can be a stressful, emotional and intimidating experience for all parties – the complainant, the respondent and witnesses. Being able to bring along a support to attend the interview with them can be comforting for participants. But is also important to establish some clear ground rules, to […]

Apr 11

Recent investigation cases: The employer’s duty of care towards its employees during a workplace investigation

In recent years, there has developed an increasing awareness of the potential negative impacts of a workplace investigation on participants. Historically, the focus has been on the impact of the investigation on the complainant. This is because the written complaint will often refer to the impact of the respondent’s alleged behaviour, and put the investigator […]

Apr 04

Conflict Management Coaching in Action

Conflict management coaching involves a coach working one-on-one with someone experiencing conflict with another person. The coach uses a structured model to help the person in conflict (the client) discuss their conflict through a self-reflective process and help the client gain the ability to manage, prevent or resolve a dispute, or their interpersonal conflicts generally. […]

  • «
  • 1
  • 2
  • 3
  • »