Introduction:
As we head into September, workplace news is as fast-moving as ever. Proposals for a four-day week and potential new rights to work from home are stirring debate, while falling employee engagement and the ongoing war for talent keep pressure on employers. This month also shines a light on offboarding security lapses, the power of flexibility in attracting and retaining staff, and Australia’s continuing gender imbalance across occupations.
At The HR Dept, we’re here to help you understand these changes, assess the risks and opportunities, and respond in ways that keep your business compliant, competitive, and people-focused. Here’s what’s making news this month.
News: The Australian Council of Trade Unions is proposing a national move toward a four-day work week at the Federal Government’s economic roundtable. The union says it’s time to transition to shorter weeks, but business groups have warned of productivity and cost concerns.
News: The Victorian Government is pressing ahead with consultation on legislation that would enshrine the right to work from home. Employers are encouraged to participate and share feedback on what’s fair, practical, and sustainable.
News: Employee engagement has dropped to its lowest point in a year, with only three in 10 Australian workers feeling economically secure. ELMO Software’s latest data shows engagement fell to 68% in Q2 2025, down from 71.8% at the end of last year.
News: A US poll revealed 40% of former employees still have access to work accounts after leaving, highlighting the need for robust offboarding processes to prevent security risks.
News: HireRight’s global survey found candidates are walking away from job offers when remote work isn’t available, signalling flexibility remains a powerful recruitment tool.
News: In the US, 73% of workers say they’ll remain in their current role to keep their current level of flexibility.
News: Only 21% of Australian jobs are gender-balanced, according to Jobs and Skills Australia, with segregation unchanged for most occupations since 2006. Employers are urged to consider diversity strategies to widen their talent pool.
Managing Flexible Working Requests
Flexible working requests can arise at any time, often triggered by changes in personal circumstances – for instance, caring for a relative, managing health needs, or simply seeking a better work-life balance. For employers, these requests can create opportunities as well as challenges.
What counts as flexible working?
It’s easy to think only of working from home, but flexible work covers a wide range of arrangements, such as:
• Reduced, compressed, or annualised hours
• Flexi-time
• Amended start/finish times
• Hybrid working
• Job shares
• Part-time work
• Shift swapping
• Term-time working
These options can help employees balance commitments while contributing effectively at work.
The legal position in Australia
Under the Fair Work Act, certain employees have the right to request flexible working, including parents of school-aged or younger children, carers, people with disabilities, those aged 55+, or those experiencing family violence. Requests must be in writing and outline the change sought and reasons. Employers must respond in writing within 21 days, approving or refusing with reasonable business grounds – such as cost, capacity, or impact on service.
Balancing business and people
Consider the benefits, such as improved retention and morale. If a request is temporary, an informal agreement may suffice; permanent changes may require a contract update.
Fairness and risk
Apply decisions consistently but be mindful of discrimination risks, particularly indirect discrimination, which can occur when policies disadvantage certain groups.
Help getting it right
A clear flexible working policy supports consistency and transparency. If you need help drafting one or responding to requests compliantly, contact your local HR Dept office.
Managing the Disciplinary Process in an SME
Your staff can be a major asset, but sometimes, behaviour or performance issues require formal action. Common causes in SMEs include lateness, unauthorised absence, misuse of internet/email, breaches of health and safety, and, less often, harassment or discrimination.
A fair disciplinary process generally involves four stages:
- Investigation – gather facts, meet the employee, and speak to witnesses.
- Hearing – provide written notice, outline concerns, and allow the employee to respond, with a support person present.
- Outcome – deliver your decision in writing, explaining findings, penalties (if any), and timeframes.
- Appeal – ensure an independent review is available.
SMEs often struggle to resource each stage with different people, but external HR support can help.
Whenever possible, resolve issues informally first. Keep matters confidential, record all steps, and act reasonably.
We’re here to help; contact your local HR Dept office for expert disciplinary support.
Managing the Return to Work from Long-Term Sickness Absence
Long-term sickness absence (generally four weeks or more) affects both the employee and the business. Staying in touch during the absence helps them feel valued and connected, while allowing you to plan for workload cover and provide support resources.
When planning a return, balance business needs with the employee’s situation. Options may include a full return, phased hours, modified duties, or permanent role adjustments. Occupational Health advice can be useful, especially for phased returns or light duties. Pay arrangements should follow your policies, ensuring fairness and consistency.
On their first day back, give a warm welcome, introduce any new team members, and hold a one-to-one to review expectations. Continue regular check-ins to monitor progress and reasonable adjustments.
If a condition is ongoing, maintain open communication and manage capability issues in line with Australian employment law.
Need help? Contact your local HR Dept office for expert return-to-work support.
How Should You Manage Maternal Mental Health?
Around 20% of mothers experience mental health challenges during pregnancy or in the years after birth. While work may not cause these issues, it can add pressure. Poor maternal mental health can lead to absenteeism, lower performance, and loss of valued staff – and, if mishandled, legal risk.
Employers can help by staying in touch during maternity leave, offering optional keeping-in-touch days, holding a pre-return meeting, and considering phased or flexible working. Occupational health services can also support recovery.
Need help? Contact your local HR Dept office for compliant, compassionate maternity support planning.