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Get access to white papers, webcasts, case studies on an array of topics for the HR industry including employee benefits, insurance, policies and procedures, gender and diversity, recruitment, training, and workforce management.

21/09/2026

HR and business leaders are under growing pressure to stay work-ready as regulatory and technological change accelerates. New AI rules, changes to the Work Health and Safety Act, and rising operational risk are reshaping how organisations manage safety and compliance.

The challenge is no longer only about reacting quickly. It is about creating readiness through visibility, fast action, and clear oversight across workers, subcontractors, and suppliers.

Key points raised in the discussion include:

• Employers now face new responsibilities around psychosocial risk and digital work systems.
• Visibility gaps can create legal, financial, and reputational risk.
• Real-time oversight of qualifications, incident history, and compliance can help close those gaps.

The message is clear. Organisations that treat safety, compliance, and technology as connected priorities are better placed to respond with confidence.

How is your organisation strengthening readiness across safety and compliance?

19/09/2026

Many teams mistake silence for harmony, and Priya Parker says that habit can create toxic politeness. Fear of repercussions, punishment, or negative consequences can keep people from speaking up, even when decisions are getting worse or taking longer.

Parker, a conflict resolution facilitator and author, says organizations often treat conflict as something to avoid instead of a normal part of strong teamwork. She points to the need for teams to practice disagreement together, not leave it only to managers.

Her framework for leaders includes three steps.

Change how conflict is discussed with leadership.
Train everyone in conflict-competent skills.
Build cultures of healthy heat, where disagreement happens with care and respect.

Healthy conflict can help teams make better decisions and avoid the quiet-then-explosion pattern many workplaces know too well. How does your organization handle disagreement?

18/09/2026

More than half of U.S. HR professionals considered a career change in 2026, and the leading reason was feeling undervalued.

Lattice’s 2027 State of People Strategy Report found that 58% of HR professionals considered leaving the profession, up from 48% the year before. Feeling like they were operating in crisis mode and burnout followed as the next most cited reasons.

The findings point to a growing gap between what HR teams are asked to do and the support they receive. HR leaders are being asked to drive AI adoption, performance pressure, and culture change, often without added authority or resources.

Research also links feeling valued and psychological safety to stronger performance, better retention, and fewer mistakes. At organizations that prioritize psychological safety, HR teams are more than 12 times as likely to say they are exceeding their goals.

How should organizations support HR leaders more effectively?

17/09/2026

Beyond Blue CEO Georgie Harman AO is calling on workplace leaders to treat mental health as a matter of human decency, not a compliance task.

At the Sonder Summit 2026, Harman said too many workplaces focus on ticking boxes instead of building cultures that support people under pressure. She urged leaders to remember the power of humanity and human connection, especially when teams are busy and stressed.

She also highlighted several data points shaping the conversation:

Approximately 50% of Australians are reporting signs and symptoms of depression and anxiety.
Money worries remain the leading driver of distress.
Housing stress is now the second-largest driver.
Cost is the biggest barrier stopping people from seeking help.

Harman pointed to earlier help-seeking as a positive sign, and said preventive investment can produce measurable returns. She also described managers as the 'frozen middle', carrying heavy expectations without being mental health experts.

What does effective workplace care look like in practice?

16/09/2026

ANZ chief executive officer Nuno Matos did not rule out widespread job cuts linked to artificial intelligence, as he warned that no one knows with certainty how AI will affect jobs.

Speaking at the Australian Financial Review Asia Summit, Matos said the pace of AI development is creating risks faster than expected. He said the technology can improve lives, but it can also create serious risks without enough guardrails and limitations.

His remarks came as other banks have already moved to cut roles. Commonwealth Bank of Australia has reportedly cut hundreds of contractor roles after deploying AI across its customer chat service, while Standard Chartered has announced plans to cut approximately 7,800 back-office roles by 2030.

ANZ has around 40,000 staff and has not announced similar AI-driven cuts. The bank did say last year it will lay off approximately 3,500 employees by September 2026 as part of a plan to simplify the bank.

How do you see AI affecting jobs in banking?

15/09/2026

Recognition for HR professionals took center stage at the Australian HR Awards 2026, where ten sponsor organisations shared why celebrating people in the profession matters more than ever.

Held on Friday, 4 September at The Fullerton Hotel Sydney, the event highlighted how HR teams are adapting to AI disruption, remote work, leadership change, and new expectations across the workplace.

Sponsors pointed to several themes shaping the profession:
- HR teams often work behind the scenes and deserve more visibility.
- Flexible work remains central to business strategy.
- AI is changing recruitment and leadership.
- Rising talent in HR needs support and recognition.

Several sponsors said recognition helps show the value HR brings to organisations and gives teams a chance to connect, share best practices, and feel seen.

What role should recognition play as HR continues to adapt to rapid change?

14/09/2026

The Fair Work Commission has set a new lodgment record, receiving 53,617 cases in financial year 2025 to 2026.

Justice Adam Hatcher said the surge is putting pressure on the commission and on employers, who are responding to far more applications.

Several factors are shaping the increase.

The Australian government introduced amending legislation to remove the need for the commission to determine some jurisdictional objections before moving to conciliation. Hatcher said that change has helped the commission move more quickly and efficiently.

The commission is also planning mandatory disclosure of AI use in individual rights matters by 20 October 2026. FWC research found that 40% of individual applicants admitted using AI to prepare their cases.

A new unfair dismissal jurisdiction for gig workers also contributed, with 569 applications in FY 2025 to 2026.

How should tribunals respond as case volumes keep rising?

12/09/2026

AI training is emerging as a major factor in talent attraction, and some job seekers are willing to accept lower pay for it. New research from iCIMS found that 42% of 1,000 job seekers would find a company offering AI training more attractive than a similar employer that did not, while 14% said they would take a pay cut in exchange for that training.

The findings also show workers are taking AI development into their own hands.

Key points include:
42% say AI training makes an employer more attractive.
14% would accept lower pay for AI training.
47% have worked on AI skills in the past six months.

At the same time, many job seekers say their AI proficiency is still limited to general-purpose tools, not specialized capabilities.

How should employers respond as AI skills become a bigger part of hiring decisions?

11/09/2026

A labour hire arrangement blocked an unfair dismissal claim against Infosys after the Commission found the company was never the worker’s employer.

The worker was a data specialist placed on an Optus transformation project. She used an Infosys laptop, sent weekly timesheets to an Infosys manager, and argued that the practical reality of the arrangement made her an Infosys employee.

The Commission did not agree. It found the set-up was a standard three-way labour hire arrangement, with the labour hire business, not the client company, acting as the employer.

It also found no implied agreement between the worker and Infosys, and noted that visa rules meant Infosys was never in a position to employ her.

The application was dismissed, and the Commission did not decide the separate claim that she had been pushed into resigning.

How do you see labour hire chains affecting employer exposure in practice?

10/09/2026

A disability support worker has lost an unfair dismissal case after a Fair Work Commission finding that Home Caring Pty Ltd had a valid reason to end her employment and followed a fair process.

The worker had supported a man in his late 40s with significant disabilities after a stroke left him unable to walk or keep his balance. The Commission found four separate grounds for dismissal, each supported by its own findings.

Those findings included:
• flirtatious, deeply personal text messages with the client
• bedside conduct that was found to be flirtatious
• shaving the client in his p***c region, which was outside his care plan
• shaving the client’s face, which the care plan assigned to family, not support workers

The Commission also noted that the worker was told the reasons in writing, given an interpreter for her response meeting, and invited to an outcome meeting with a support person.

The dismissal stood on both substance and process. What stands out most in this case, the conduct findings or the process followed by the employer?

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