So you like to watch

As technology advances, so does the ways which an organisation can track employee activities. With so many variables available, how do you decide which is right for your organisation? In this webinar we discussed:

  • Perceptions and trust issues in surveillance.
  • Surveillance laws across the various jurisdictions.
  • Auditing and assessing your organisation’s current practices.
  • The link between privacy and workplace surveillance.
  • Surveillance beyond the workplace (social media, workers compensation investigations and tracking devices).
  • Common pitfalls and mistakes and how to avoid or remedy them.

Today’s Workplace Part 2

Following on from March’s webinar, we continued our examination of topical issues including:

  • best practice strategies for understanding your diversity obligations;
  • when can you “refuse” to employ someone;
  • working from home… making it work for all involved;
  • temporary working visas and sponsorship of employees.

Today’s Workplace Part 1

As society grows and changes, technology evolves and, new generations enter the workforce, what policies and procedures have worked in the past may not be relevant in today’s and tomorrow’s workplace. In this webinar we discussed:

Managing the risks of adverse action and unlawful discrimination in recruitment:

  • can you trust what social media says about a candidate and what are the risks of relying on it?;
  • the do’s and do not’s of drafting job advertisements; and
  • how interview notes may lead to a legal claims.

Social media:

  • understanding when a post has a connection to employment;
  • ownership of social media contacts after termination; and
  • humour vs harassment and knowing where to draw the line.

The ageing workforce:

  • discrimination in recruitment;
  • workers compensation issues; and
  • making reasonable adjustments.

Getting the most out of Gen Y:

  • investing in training and development;
  • tapping into a unique skill set;
  • specific retention strategies; and
  • is there a culture of entitlement?

Can I have wine with that?

Drugs and alcohol may be “introduced” into the workplace through a variety of means ranging from your staff’s attendance at company events or work-related functions (conferences, client gatherings, etc) where alcohol might be served, to personal use of recreational drugs, self-medication with alcohol or even more commonly, prescription medicines.

Given the risks that intoxication and impairment may pose to your brand or organisation, what rights and obligations do you have in relation to drugs and alcohol in the workplace?

We will explore:

  • why you should draw the line and where to draw the line;
  • how to implement and enforce zero tolerance policies;
  • case law on drug and alcohol testing in the workplace; and
  • best practice tips on managing drugs and alcohol in the workplace.

Handling Difficult Conversations

Are managers averse to conflict? Do we avoid having difficult conversations with underperforming employees because we are worried about the consequences? Do managers even know how to have these difficult conversations? What happens when employees feel or claim to be bullied as a result of these conversations? Is there any such thing as a “rule book” when it comes to handling difficult conversations at work?

Joydeep Hor, PCS’s Managing Principal, has been assisting leaders at all levels of organisations for the last 20 years on these issues. He addressed these critical issues in the webinar below.

Getting Bang for your Buck: Where should your budget be allocated?

As the end of the financial year approaches and measures are underway to finalise next year’s budgets, HR professionals will be asked to contribute figures, justify figures or independently prepare an HR budget. This webinar explored areas that need to be considered in terms of what costs you should be expecting and whether there are ways to make savings within your area to utilise available funds in more effective ways.

This webinar explored:

  • where the HR budget sits within the organisation and the Board’s and Executives’ expectations of HR costs
  • line items of an HR budget
  • likely financial increases eg National Minimum Wage, EBA or contractual pay review increases
  • what are unexpected costs and how do you account for and justify them
  • how to learn from the previous budget and how those lessons impact on the current/proposed
  • where can HR make savings?
  • where should HR deploy its finances?
  • How do you explain to the Executives and the Board that sometimes short term spending is actually longer term saving?