Workplace Investigations Archives

0 The Role Of A Support Person In A Disciplinary Conversation

This post is contributed by Workplace Conflict Resolution’s Legal Commentator, Tiffany Healy One of the most challenging tasks an employer must face is managing and disciplining their employees. Employers are often confronted with situations where they are required to convene meetings to discuss sensitive issues including managing the performance of an employee, discussing inappropriate behaviour in […]

0 Too Busy To Investigate Frivolous Workplace Complaints?

Making an assumption that a workplace complaint is frivolous without investigation to substantiate this stance is fraught with danger. What if the complaint does have a genuine basis but you have allowed yourself to be biased by a manager’s perspective and interpretation of events and therefore don’t believe an investigation is necessary? Not to worry […]

0 How To Minimise Risks Of A Stop-Bullying Application

how to minimise the risk that a worker will make a stop bluuying application

The sixth in our series of online training sessions briefing HR professionals and managers about the upcoming Anti-Bullying Measures to be introduced on January 1 under changes to the Fair Work Act. In this session, we explore how to minimise the risk that a worker will lodge a stop bullying application.

0 Don’t be too quick to sack ‘the Geek’ in your business

An interesting article in the Melbourne Age newspaper highlights the need for HR to remain objective and unemotional in any decision making process involving dismissal. A workplace employee who was sacked while on sick leave (and after requesting leave to appear on the TV show ‘Beauty and the Geek’) has had his employment reinstated by […]

0 Difficulties Tracking Incidents Of Workplace Psychological Injury

Psychological Health and Wellbeing in the Workplace Conference, Sydney, Dec 5-7 As humans, we are not very good at understanding and ‘reading’ or interpreting other humans. The ‘iceberg analogy’ applies for every interaction we have with another person and because so much of what we are processing, thinking and feeling is hidden from our own consciousness, others […]

0 Your Stressed Employee May Not be Suitable For The Job

Do you have an employee that is finding it stressful to fulfill their tasks and performance obligations? Very often, when an employee claims that their work tasks or expected performance standards are causing them stress, employers tend to panic and immediately look at modifying their duties to avoid a claim for stress under the workers […]

0 Dealing with anger in the workplace

“When a person expresses anger towards another, they are actually reflecting on anger within themselves. In essence, “a person cannot be angry with someone else, they can only be angry with themselves”. 1 Do you find yourself exposed to your work colleagues angry rant or stoney silence? Do they make you feel angry too? Rather than […]

0 Avoiding conflict around change

Many organisations have learnt that much time and effort must go into preparing for change. It is important to have certainty around the process or procedure that is being changed and clarity about how this will be presented to staff and then implemented. All the effort that goes into setting up trust between management and […]

0 Courageous conversations or change management 101?

Mediation visionary Raymond Shonholtz posted a guest blog item on the New York Peace Institute website in November 2011. His comments explored the notion of courageous conversations. He spoke of conversations as being courageous because both the person’s actions and the message they delivered, put them in a position which was usually fraught with danger, […]

0 Workplace Harassment – different to bullying

Workplace harassment is unlawful when someone is made to feel offended, intimidated, insulted or humiliated because of characteristics specified under anti discrimination laws and other legislation such as the Fair Work Act. The definition of harassment, only takes into consideration how the receiver felt and not the intentions of the person exhibiting the harassing behaviour/s. […]