HR Elements, Perth (2026)

12/10/2026

𝗛𝗥 𝗘𝗹𝗲𝗺𝗲𝗻𝘁𝘀 𝘄𝗶𝗹𝗹 𝗯𝗲 𝗲𝘅𝗵𝗶𝗯𝗶𝘁𝗶𝗻𝗴 𝗮𝘁 𝘁𝗵𝗲 𝗚𝗹𝗼𝗯𝗮𝗹 𝗠𝗲𝗻𝘁𝗮𝗹 𝗛𝗲𝗮𝗹𝘁𝗵 𝗦𝘂𝗺𝗺𝗶𝘁 𝟮𝟬𝟮𝟲 𝗮𝗻𝗱 𝘄𝗲’𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝘀𝗲𝗲 𝘆𝗼𝘂 𝘁𝗵𝗲𝗿𝗲!

From 14 to 16 October, the HR Elements team will be at Optus Stadium for the Global Mental Health Summit. GMHS is bringing together mental health leaders, practitioners and advocates from around the world to share ideas on building resilient, equitable and culturally responsive support systems.

Drop by our booth to chat with our team about:
→ Identifying and managing psychosocial hazards in your workplace
→ Mental health and wellbeing training for your managers and staff
→ Building a culture of psychological safety
→ HR support for sensitive matters like workplace conflict, complaints and investigations

We’ll also have activities and freebies at our booth, so make sure you stop by and say hello! We'll be at Booth no. 23

Learn more about the Summit or register here: https://www.gmhsperth.com/

07/10/2026

Just got asked about your attrition rate and found yourself nodding along? It's possible you're not alone. 😅

HR terms get thrown around a lot in meetings, but knowing what they actually mean helps you lead with confidence, retain your people and avoid costly missteps.

Swipe through for 9 HR terms every manager should know!

Need support building a stronger, more engaged team? Reach out to [email protected]. The HR Elements team is here to help. 💚

05/10/2026

𝗖𝗮𝗻 𝗮 𝗹𝗲𝗮𝗱𝗲𝗿'𝘀 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝘀𝘁𝘆𝗹𝗲 𝗯𝗲 𝗮 𝗽𝘀𝘆𝗰𝗵𝗼𝘀𝗼𝗰𝗶𝗮𝗹 𝗵𝗮𝘇𝗮𝗿𝗱? 𝗧𝗵𝗲 𝗤𝘂𝗲𝗲𝗻𝘀𝗹𝗮𝗻𝗱 𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝗶𝗮𝗹 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀 𝗖𝗼𝗺𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝘀𝗮𝘆𝘀 𝘆𝗲𝘀.

The case highlights a growing focus on psychosocial safety and the role leadership conduct plays in workplace health and safety.

In Lawrie v State of Queensland (Queensland Health) [2026] QIRC 148, the Commission upheld the extended suspension and disciplinary finding against a senior leader whose management and communication style was found to have created a psychologically unsafe environment for her team.

Lawrie was a long-serving director at Queensland Health with no prior disciplinary history. Staff surveys raised concerns about her leadership, with witnesses describing her style as autocratic, her feedback as focused on finding fault rather than development and her decisions as made without genuine consultation. Disciplinary allegations were raised nearly two years into the suspension, including failing to treat staff fairly and respectfully, denying direct reports opportunities to upskill and not accommodating a pregnant employee's request for flexible work.

What makes this case stand out is that there was no single incident. Over time, the combined effect of everyday behaviours became a workplace health and safety risk.

The Commission accepted that the employer had a sound basis to act under its WHS obligations and had considered alternatives before continuing the suspension. While it acknowledged the delay caused prejudice to Lawrie, it found this did not outweigh the employer's duty to manage foreseeable risks to other employees. It also noted that senior leaders can reasonably be expected to have a greater awareness of how their conduct affects others.

Key takeaways for business leaders:
1. Review whether your processes can identify psychosocial hazards linked to leadership
2. Act on survey results and complaints rather than letting them sit
3. Make sure any action taken is backed by a sound factual basis
4. Invest in building the capability of your managers and leaders

Psychosocial safety isn't only about workloads or bullying. It's also about how your people are led every day.

Concerned about leadership behaviour or culture in your workplace? HR Elements can support with culture reviews, workplace investigations and leadership training. Reach out to [email protected].

01/10/2026

Happy International Coffee Day! ☕

Behind every productive workday, there's usually a cup of coffee nearby. And it's often over a cuppa that the best conversations happen! Those few minutes away from the desk help teams connect, share ideas and support each other.

And today, we're raising our mugs to the people who make great workplaces happen and the coffee that keeps them going. ☕

29/09/2026

A performance review shouldn't be the first time an employee finds out how they're really tracking. In a hybrid workplace, that's easier to let slip than it used to be. There's no more corridor chat or coffee machine catch up to soften the gap, so the formal conversation carries more weight than ever.

The gap usually isn't bad intentions. It's that a lot of managers were never actually trained to have these conversations well, so the review becomes a rushed box ticking exercise instead of a moment your people feel genuinely supported and recognised.

𝗕𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲 𝗿𝗲𝘃𝗶𝗲𝘄
→ Gather evidence from the full review period, not just the last few weeks, including input from anyone who worked closely with them remotely or across sites
→ Revisit the goals and KPIs set at the previous review
→ Give the employee time to complete a self assessment
→ Book a private, uninterrupted time, whether that's in person or by video, and let them know what to expect

𝗗𝘂𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗲𝘃𝗶𝗲𝘄
→ Open by explaining the purpose of the meeting so there are no surprises
→ Balance recognition with constructive feedback using specific examples
→ Ask more than you tell. Invite the employee to share their view on their performance, challenges and goals
→ Focus on behaviours and outcomes, not personality

𝗔𝗳𝘁𝗲𝗿 𝘁𝗵𝗲 𝗿𝗲𝘃𝗶𝗲𝘄
→ Document what was discussed and agreed, then share a copy with the employee
→ Set clear, measurable goals with realistic time frames that work whatever their work arrangement looks like
→ Follow through on any training, coaching or resources you committed to
→ Schedule regular check ins so feedback continues throughout the year, especially important when your team isn't in the same room every day

A good performance review isn't a once a year event. It's part of an ongoing conversation that helps your people feel seen and supported, and in this market it's often the difference between someone staying and someone quietly starting to look elsewhere. And if performance concerns could lead to formal action down the track, a fair process and clear documentation from the start will make all the difference.

Need help building a performance review framework, or giving your managers the confidence and skills to lead these conversations well? Reach out to the HR Elements team at [email protected].

23/09/2026

𝐖𝐡𝐞𝐧 𝐡𝐢𝐫𝐢𝐧𝐠 𝐬𝐡𝐨𝐫𝐭𝐜𝐮𝐭𝐬 𝐛𝐞𝐜𝐨𝐦𝐞 𝐚 𝐬𝐚𝐟𝐞𝐭𝐲 𝐫𝐢𝐬𝐤, 𝐭𝐡𝐞 𝐜𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬 𝐜𝐚𝐧 𝐛𝐞 𝐝𝐞𝐯𝐚𝐬𝐭𝐚𝐭𝐢𝐧𝐠.

Our thoughts remain with the survivors of the 2023 Greta bus crash in the Hunter Valley and the loved ones of the 10 people who lost their lives.

In June 2023, a bus carrying wedding guests crashed near Greta in regional NSW. The driver, who was under the influence of opioid painkillers at the time, has since been sentenced to 32 years in prison. Now, the bus company that employed him and its two directors have also faced court.

The bus line company's directors pleaded guilty to heavy vehicle law breaches by failing to uphold their duty of care, having employed the driver in a compromised state. The two directors were convicted and fined $12,000 each and the company, which is no longer trading, was fined a total of $650,000.

The judge rejected the defence's argument that the offences were less serious because the company had employment policies in place, but simply not followed when hiring the driver.

One detail from the case stands out for every employer. The court gathered evidence that the driver had previously been stood down by another employer due to an opioid dependency, yet the only reference check completed was a brief text message exchange in which a former boss described him as a "good bloke".

While this case was prosecuted under heavy vehicle laws, the lesson applies to every workplace. Under WHS laws, business owners and employers have a personal duty to exercise due diligence and ensure the business is managing its safety risks. Recruitment is part of that.

A few questions worth asking about your own hiring process:
→ Are reference checks thorough, documented and done with the right people?
→ Do you have pre-employment screening in place for safety-critical roles?
→ Is there a clear drug and alcohol policy that employees understand?
→ Are managers trained to recognise and act on fitness for work concerns?

A rushed hire might save time today, but it can expose your people, your community and your business to serious risk.

09/09/2026

𝗛𝗲𝘆, 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝗰𝗵𝗲𝗰𝗸𝗲𝗱 𝗶𝗻 𝗼𝗻 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 𝘁𝗼𝗱𝗮𝘆?

Today is R U OK? Day. It's the one day a year we take a pause and ask that simple question, but if we're honest most of us could probably do with asking it more often.

That's actually this year's theme too, "Ask R U OK? Any Day". Because life doesn't wait for a Thursday in September to get hard. So we're kicking off something we're calling The Check In Challenge.

Here's how it works:
Pick one person today, can be a family, a colleague, a mate, someone in your team you haven't really spoken to in a while. Then actually check in on them. You don't need the perfect words, something like "Hey, how are you going?" is more than enough to open the door.

Once you've had that conversation, come back and comment "DONE" below. We'd love to see how many of these conversations we can spark today. 💛

And if you're a business owner or a leader, here's the bit worth sitting with. A workplace where people feel safe enough to say they're not OK doesn't happen because of one post a year. It happens when checking in becomes part of how your team operates, every week, not just this Thursday.

08/09/2026

𝗧𝗵𝗲 𝗙𝗮𝗶𝗿 𝗪𝗼𝗿𝗸 𝗖𝗼𝗺𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝗵𝗮𝘀 𝗽𝗿𝗼𝗽𝗼𝘀𝗲𝗱 𝗮 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗳𝗿𝗼𝗺 𝗵𝗼𝗺𝗲 𝗽𝗿𝗼𝘃𝗶𝘀𝗶𝗼𝗻 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗖𝗹𝗲𝗿𝗸𝘀 𝗔𝘄𝗮𝗿𝗱 𝗮𝗻𝗱 𝗵𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗿𝘀 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗸𝗻𝗼𝘄.

A Full Bench of the Fair Work Commission has issued its decision in the Working from Home case (AM2024/34), widely seen as a test case, addressing whether employees should have a right to work from home under the Clerks Private Sector Award 2020.

The key outcome is that the Commission rejected the ACTU and ASU claim for a presumptive right to work from home, a right to request modelled on the National Employment Standards flexible working provisions, with a presumption in favour of approval. The Commission found that working from home arrangements are already widespread under the award and most requests are approved, so a presumptive entitlement wasn't warranted. Instead, FWC proposed a variation under the award allowing an employee to request, and an employer to agree to, a working from home arrangement, without any presumption either way.

Under the draft clause, an employee can make a written request specifying the day or days they propose to work from home, and if the employer agrees, the two can also agree to modify certain conditions, such as ordinary hours and the timing of rest and meal breaks, to suit the arrangement. Any agreement must be in writing, made without coercion, and kept as a time and wages record.

The Commission also noted it is possible the new clause could serve as a model for changes to other awards that apply to workforces where working from home is common, so this is worth watching even if your business sits outside the Clerks Award.

This is a draft determination rather than a final variation. Submissions on drafting issues are due by 17 September 2026, and the clause isn't yet in force, so the wording could still change before it's inserted into the award. Read the draft determination here:https://www.fwc.gov.au/documents/sites/am2024-34/am202434-draftdet-270826.pdf

Not sure how this impacts your organisation? Reach out to the HR Elements team. We're here to help you navigate these changes with confidence.

02/09/2026

Zoe recently travelled to Brisbane for the Australian HR Institute (AHRI) Convention & Exhibition and came away with plenty to think about!

A few of Zoe's key takeaways:

𝟭. 𝗔𝗜 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗰𝗵𝗮𝗻𝗴𝗶𝗻𝗴 𝗵𝗼𝘄 𝘄𝗲 𝘄𝗼𝗿𝗸, 𝗿𝗮𝘁𝗵𝗲𝗿 𝗶𝘁'𝘀 𝗰𝗵𝗮𝗻𝗴𝗶𝗻𝗴 𝗵𝗼𝘄 𝘄𝗲 𝗹𝗲𝗮𝗿𝗻.
If we increasingly rely on AI to complete the basic tasks we once learned through doing, are we at risk of creating gaps in foundational skills across the workforce? It’s a reminder that capability development still matters even when technology can do the task for us.

𝟮. 𝗖𝗵𝗮𝗻𝗴𝗲 𝗱𝗼𝗲𝘀𝗻'𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗻𝗲𝗲𝗱 𝗮 𝗰𝗼𝗻𝘃𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵.
One of the ideas that stuck with Zoe was the value of counterintuitive thinking when approaching change. Sometimes looking at a problem differently can open up new ways to get people on board.

𝟯. 𝗧𝗿𝘂𝘀𝘁 𝗶𝘀 𝗺𝗼𝗿𝗲 𝗰𝗼𝗺𝗽𝗹𝗲𝘅 𝘁𝗵𝗮𝗻 𝘄𝗲 𝘁𝗵𝗶𝗻𝗸.
An activity around trust challenged her own assumptions about what it means to truly trust an organisation. Some of the things that can erode trust aren't always obvious. Some things that Zoe hadn't thought of as breaking trust include lack of direction, inaction and failing to follow through can all have an impact.

𝟰. 𝗘𝘃𝗲𝗻 𝘀𝗼𝘂𝗻𝗱 𝗰𝗮𝗻 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 𝗵𝗼𝘄 𝘄𝗲 𝗳𝗲𝗲𝗹.
One of the more unexpected learnings was the impact sound can have on the nervous system, including reducing cortisol, increasing relaxation and helping build connection.

Four very different takeaways, but all a good reminder of how much people, capability, technology and the way we work together continue to evolve.

A great few days of learning, reflection and connecting with others across the HR profession. 💙

20/08/2026

𝗛𝗼𝘄 𝗱𝗼 𝘄𝗲 𝘄𝗿𝗶𝘁𝗲 𝗮 𝗰𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝘁 𝗝𝗼𝗯 𝗔𝗱?

A job ad is often the first impression a candidate has of your business. Make it count.

A strong job ad does two things well. It attracts the right candidates and it keeps your business on the right side of workplace law. Here's what to get right on both fronts.

The essentials of a strong ad:
• 𝗖𝗹𝗲𝗮𝗿 𝗷𝗼𝗯 𝘁𝗶𝘁𝗹𝗲: Skip the internal jargon. Use a title candidates will actually search for.
• 𝗘𝗺𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁 𝘁𝘆𝗽𝗲 𝗮𝗻𝗱 𝗽𝗮𝘆: State whether the role is casual, part time, full time or fixed term and consider including the pay. It filters out mismatched applicants early and saves everyone time.
• 𝗔 𝗿𝗼𝗹𝗲 𝗱𝗲𝘀𝗰𝗿𝗶𝗽𝘁𝗶𝗼𝗻: Give applicants a good preview of what responsibilities the role entails.
• 𝗥𝗲𝗾𝘂𝗶𝗿𝗲𝗱 𝘀𝗸𝗶𝗹𝗹𝘀 𝗮𝗻𝗱 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲: Be specific so you attract candidates who are genuinely suited to the role.
• 𝗔 𝘀𝗻𝗮𝗽𝘀𝗵𝗼𝘁 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀: Candidates want to know who you are, give them information about your company.
• 𝗟𝗼𝗰𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗵𝗼𝘂𝗿𝘀: Be upfront so candidates can self assess before they apply.

Then make sure it's compliant:
• 𝗡𝗼 𝗱𝗶𝘀𝗰𝗿𝗶𝗺𝗶𝗻𝗮𝘁𝗶𝗼𝗻: Ads must not directly or indirectly exclude candidates based on protected attributes like age, gender, race, disability or parental status.
• 𝗔𝗰𝗰𝘂𝗿𝗮𝗰𝘆: The role must be represented truthfully. Misleading claims can expose your business to risk.
• 𝗜𝗻𝗰𝗹𝘂𝘀𝗶𝘃𝗲 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲: Use gender neutral terms throughout, think "sales representative" over "salesman".
• 𝗣𝗮𝘆 𝘁𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆: Any pay stated must meet at least the minimum entitlements under the relevant award or agreement.

A well written and compliant job ad protects your business while helping you attract the right people from the very first touchpoint.

Need help getting your recruitment process right? Reach out to the HR Elements team.

HR Elements

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