Workplace Gender Equality Reforms

Federal Parliament passed the Workplace Gender Equality Amendment (Closing the Gender Pay Gap) Bill 2023 on 30 March 2023.

The aim of the reforms

The reforms are aimed at improving transparency, accountability and accelerating progress on workplace gender equality in Australia.  It is expected that publishing employer gender pay gaps will motivate employers to commit to narrowing the wage gap between men and women and speed up change.

The reforms apply to:

1. Organisations already required to report annually to Workplace Gender Equality Agency (WGEA)
2. Private Sector employers with 100 or more employees
3. Commonwealth Public sector organisations with 100 or more employees

Key changes for employers include:

• From late 2023 – mandatory sharing of WGEA Executive Summary Report and Industry Benchmark Report to their board or governing body
• From early 2024 – the WGEA will publish private sector employer gender pay gaps
• From April 2024 – collection of more detailed information including employee age, primary workplace location and CEO and casual manager remuneration
• From April 2024 – Mandatory reporting on sex-based harassment, harassment on the ground of sex or discrimination
• From April 2024 – Employers with 500 or more staff will be required to have a policy or strategy for each Gender Equality Indicator
• From late 2024 / early 2025 – the WGEA will publish Commonwealth public sector employer gender pay gaps

Mandatory Gender Equality reporting:

If you are a Private Sector employer: annual submissions are to be made between 1 April to 31 May for the prior 12 months period via the WGEA portal.

If you are a Commonwealth Public Sector employer: annual submissions are to be made between 1 July to 31 August. If workforce data is captured by the Australian Public Service Commission, they will  transfer data directly to WGEA.  If not the Employer must complete the submission  via the WGEA portal.

Recommended next steps if the reforms apply to your organisation:

• Register your organisation on the WGEA Portal. The WGEA will then communicate with your organisation to ensure you understand and implement the reforms.
• Review a Roadmap to Closing the Gender Pay Gap

New Code of Practice – Managing the risk of psychosocial hazards at work

SafeWork Qld has developed a Code of Practice for Managing the risk of psychosocial hazards at work under section 274 of the Work Health and Safety Act 2011 (WHS Act).  The code came into effect 1 April 2023.

Workplaces have always had to manage psychosocial hazards – the new Code of Practice provides practical guidance and examples on how to achieve compliance and eliminate or minimise risk to keep Queensland workers healthy, safe, and productive.

Who has duty of care:

Any person conducting a business or undertaking (PCBU) must identify, eliminate, and manage risks to psychological health in the workplace.

Why is it important?

For many of us a large portion of our day is spent at work.  So, the workplace consequently plays an important role in supporting the mental and physical health of its employees.  Some benefits of managing psychosocial health include decreased absenteeism, increased productivity, and job satisfaction creating a win / win scenario.

What is the difference between a psychosocial hazard, harm and risk?

A work-related psychosocial hazard is anything that could harm someone’s mental health such as job demands, poor support, remote or isolated work, low role clarity, bullying or low recognition. When the stress response to a hazard is frequent, prolonged, or severe it can result in psychosocial harm such as anxiety, depression, post-traumatic stress disorder, sleep disorders, burnout or even suicide. A psychosocial risk is a risk to the health and safety of a worker from a psychosocial hazard.

Key obligations of PCBU

• Identify psychosocial hazards
• Assess the risk
• Control the risks
• Review the controls

 Recommended actions:

• Ensure your workplace is aware of its obligations and your workers are protected.
• Learn more – visit worksafe.qld.gov.au

The Pros and Cons of Using Psychological Assessments for Recruitment

Should you use psychological assessments for recruitment? This is a question that has been debated among hiring managers and recruiters for years. Some argue that these assessments can provide valuable insight into a candidate’s personality and work style, while others are sceptical of their effectiveness and worry about potential legal issues. In this article, we will explore the pros and cons of using psychological assessments for recruitment and provide some guidance on how to determine whether they are right for your organisation.

The Pros of Using Psychological Assessments for Recruitment

Better Understanding of Candidate’s Personality

Psychological assessments can provide a more in-depth understanding of a candidate’s personality traits, such as their levels of extroversion, agreeableness, and openness. These insights can be valuable when making hiring decisions, as they can help you determine whether a candidate is a good fit for your organisation’s culture and work environment.

Improved Employee Retention

Using psychological assessments in the recruitment process can help you identify candidates who are more likely to be satisfied and engaged in their work. This can lead to better employee retention rates and ultimately save your organisation time and money in the long run.

Reduced Hiring Bias

Psychological assessments can help reduce hiring bias by providing objective data on a candidate’s personality traits and work style. This can be especially valuable in industries where there is a high degree of bias, such as finance or technology.

Increased Hiring Success

By using psychological assessments, you can increase your chances of hiring successful employees. These assessments can help you identify candidates who are better suited for specific roles and who are more likely to succeed in those roles.

The Cons of Using Psychological Assessments for Recruitment

Potential for Legal Issues

There is always the potential for legal issues when using psychological assessments in the recruitment process. This is because some assessments may be viewed as discriminatory or may be perceived as invasive by candidates.

Expensive and Time-Consuming

Psychological assessments can be expensive and time-consuming, especially if you are administering them to a large pool of candidates. This can make them impractical for some organisations, particularly smaller ones.

Limited Validity

While psychological assessments can provide valuable insights into a candidate’s personality and work style, they are not fool proof. There is always the potential for error or for a candidate to intentionally misrepresent themselves on the assessment.

Limited Applicability

Psychological assessments may not be applicable to all industries or job roles. For example, they may be less relevant for roles that require a high degree of technical expertise or for industries that place less emphasis on soft skills.

Conclusion

So, should you use psychological assessments for recruitment? Ultimately, the answer depends on your organisation’s unique needs and circumstances. If you are in an industry where there is a high degree of hiring bias or where employee retention is a challenge, psychological assessments may be a valuable tool to consider. However, if you are a smaller organisation with limited resources or are hiring for roles where soft skills are less important, you may be better off focusing on other aspects of the recruitment process.

At the end of the day, it is important to remember that psychological assessments should be just one tool in your recruitment toolbox. They should be used in conjunction with other methods, such as interviews, references, and work samples, to ensure that you are making the most informed hiring decisions possible.

Ask an Expert

I’m a small business, do I really need employee contracts?

Technically, no you don’t require an employee contract however it would be advisable to clearly outline the expectations between the business and the employee. An employment contract should outline the terms and conditions of employment which are underpinned by the National Employment Standards, applicable legislations/acts and modern awards.

An employment contract ensures that both the employer and employee understand their obligations to one another and that misunderstandings are avoided. Quite often the importance of a robust employment contract is overlooked due to the sheer amount of work associated with running a business. An employment contract is an essential part of starting off the employer and employee relationship on the right footing, without it both parties might be exposed to unnecessary risk if the relationship takes a negative turn.

The national employment standards, legislations/acts and modern awards ensure that employees are safeguarded and in turn employee contracts can assist protect your business. Generally, employment contracts will cover notice periods, post-employment restraints, confidential information and intellectual property, all which are of significant importance for a business.

For more information on the above, please contact us on 1300 887 458 and speak with one  of our HR Consultants. If you are interested in learning more about our HR services, including HR Outsourcing, HR Consulting, HR Advisory Services, contact us at enquiries@liquidhr.com.au.