For many Australians, and indeed people worldwide, the upcoming holiday season may not hold the same anticipation and joy as in previous years.

With bushfires, the COVID-19 pandemic and now wide-spread flooding, financial stress and loneliness are appearing as key concerns.

As employers, we may be tempted to place more significant value in feedback from highly valued, long-standing employees over other employees when making the decision. However, this approach has been shown to be significantly flawed when it comes to conducting an internal investigation, as a recent case bought before the Fair Work Commission (FWC) highlights.

Join us during an exciting period of growth at Infinity HR. As our business continues to grow, we are seeking a HR Graduate to join our team on a permanent basis.

As we rang in the New Year and 2020 began, nobody could have anticipated what the year ahead was to bring on a multitude of levels; personally and professionally, locally and globally, the state of life, and business, as we knew it was to change beyond recognition.

Does your business employ staff on a casual basis? If the answer is yes, it is crucial you are abreast of the latest changes for employers regarding calculating overtime rates for casual employees, which were handed down by the Fair Work Commission last week.

The employee experience encapsulates what people encounter, observe and experience at an organisation throughout their journey as an employee.

Delivering an exceptional employee experience has been shown to have many positive flow-on effects for employees, organisations, and customers alike.

The Fair Work Ombudsman’s Annual Report has shown that more than $123 million in unpaid wages were recovered in the past financial year.

In my current series of blog posts, Workplace Spotlight, I am examining how various companies have created extraordinary organisational cultures. These cultures act to inspire their employees, capture the minds of their customers and set the standard for workplaces across the globe.

But organisational culture, once implemented, can be difficult to measure to determine whether it is affecting real and positive change.

Coined in 1951 by Dr Elliott Jaques, a company’s Organisational Culture encompasses the values, philosophy and behaviours that combine to make up ‘the unique social and psychological environment of an organisation’.

Several factors over the past few years have seen compliance in the recruitment process pushed to the front of the HR agenda.

Not only do poor recruitment practices leave organisations open to potential legal implications, but they also lead to low staff retention, costing time and money.

With the reduced rate of Jobkeeper kicking in from 28 September, it is an added pressure for a large percentage of businesses, many of whom are struggling to manage labour costs in a tough economy.

Restructures and redundancies are common practices for businesses outside of COVID-19 however, now, more than ever, it is important business owners manage redundancies properly and fairly.

In my blog from a few weeks ago, I discussed Simon Sinek’s seminal TED talk How Great Leaders Inspire Action, which focuses on the importance of starting with why. In today’s blog, I will delve into Sinek’s idea of the Golden Circle.

The Golden Circle consists of three sections, the how, the why and the what.

For all organisations, big and small, it is their personnel that lie at the heart of their business success. Managing the core functions of human resources is therefore essential for any company wanting to remain at the top of their game.

For many small to medium businesses, however, they often don’t have the capacity to support a full-scale HR department, leading to HR compliance being overlooked.

Wealth giant AMP has found itself embroiled in its own #metoo moment, shedding light on the mishandling of workplace misconduct allegations.

The case, which involves allegations against AMP Capital chief executive Boe Pahari by former AMP employee Julia Szlakowski was in the news again this week, with AMP refusing to release documents pertaining to the internal investigation to Ms Szlakowski lawyers.

With COVID-19 radically transforming business operations across Australia, HR teams are being faced with a raft of employment-related implications.

From negotiating unavoidable stand downs to managing the Workplace Health and Safety of remote workers, Human Resource leaders have had to adjust rapidly in light of the changing conditions.

With the COVID-19 pandemic continuing to change the nature of business operations around the planet, there has never been a more significant time to discover, or re-discover, your organisational ‘why’.

On a fundamental level, all businesses operate on the back of three essential questions: What they do, how they do it and perhaps most importantly, why they do it.

Regardless of how smart an organisation is, business health trumps business intelligence every time. No matter how well a company performs in terms of the fundamentals of business- that is strategy, marketing, finance, and technology- without organisational health, they will fail to excel. It is the health of companies that take them from ‘good to great’.

Patrick Lencioni describes organisational health as the single most significant advantage any company can achieve. Despite this, many leaders seem to ignore its importance, even though it simple, free and available to anyone who wants it.

According to a recent study by KPMG on the Future of HR, where over 1300 HR executives from across the globe participated, 3 in 5 respondents believed that HR is at risk of becoming redundant.