Industrial Relations

Managing Staff

Industrial Relations and Human Resources

Industrial Relations examines the relationship between employees and management, as well as the governments, institutions, and organizations that directly or indirectly regulate the industrial relations system.

Human Resources (human resource management) is the governance of an organization’s employees.  A company’s human resources department is responsible for creating, implementing and/or overseeing policies governing employee behaviour and the behaviour of the company toward its employees

Human Resource managers are expected to know their obligations under federal and state industrial relations legislation, such as what their minimum obligations are in regard to employees’ pay and conditions, what role union officials can play, and managing potential industrial action. (

See also:


Two Recent Decisions may have Far-reaching Consequences

Two Recent Decisions may have Far-reaching Consequences

Two recent decisions, the first by the High Court of Australia, and the second, by a full-bench of the Fair Work Commission (FWC), as part of the Four Yearly Review of Modern Awards, potentially will influence the way business owners in the fitness industry will structure their workforces in the ‘post-pandemic’ economy’. Read More

Courtesy of Michael Taylor, HMT Consulting
September 1, 2020

Need for National Outdoor Leaders Award

The recent National Minimum Wage decision highlights need for a national ‘Outdoor Leaders’ Award.

In a majority decision, the full bench determined that, the minimum wage and all Modern Award rates of pay would be increased by 1.75%; however, in a departure from usual practice, the award-rates would be increased at different points between 1st July (the ‘usual’, operative date for such adjustments), 1st November or 1st February 2021 … read more

Impact on the Outdoor Sector
Depending upon their location, nature of services offered, skills-base
requirements, and operational hours/days, Outdoor Recreation Employers have
relied upon a wide variety of Modern Awards to underpin the terms and
conditions of their workforces. This particular decision sees differing operative
dates for the increased rates application… read more

Need for National Outdoor Leaders Award

Courtesy of Michael Taylor, HMT Consulting
June 2020

1.75% increase to the National Minimum Wage (NMW)

The Fair Work Commission has announced a 1.75% increase to the National Minimum Wage (NMW) following its 2020 Annual Wage Review and the increase also applies to modern awards.

A common misconception is that employees are not award covered because you’re paying them more than the award rates, however the majority of employees in Australia are award or enterprise agreement covered and cannot “buy-out” of the award by simply paying a higher rate. They will still be entitled to others conditions of the award, eg overtime, penalty rates and leave loading, It’s imperative that you know the award/s that cover your organisation to ensure compliance as fines are hefty for non-compliance. (Claire Harrison)

Learn more: Fair Work Commission

Not for Profit – Employer Guide during COVID-19

Not for Profit – Employer Guide during COVID-19

This is a general guide intended to provide not-for-profit employers with some practical guidance for dealing with COVID-19. This guide does not take into account individual employment agreements, enterprise agreements and awards which may apply to your workforce and alter the position set out below. If you require specific advice in this regard, please contact us.

While this guide is intended to help businesses comply with their minimum legal requirements in response to COVID-19, there may, of course, be other moral and reputational considerations for an employer when deciding on an appropriate response. We are seeing a wide and imaginative range of immediate and temporary steps being taken by employers in particular in response to the COVID-19.

Update: Proposed FWC Changes - what it means for the outdoor sector

Update: Proposed FWC Changes – what it means for the outdoor sector

In recent days the Fair Work Commission (FWC) has moved promptly to provide employers and employees more options in addressing the ongoing challenges of the COVID 19 pandemic. Read More

(Courtesy of Michael Taylor, HMT Consulting)
April 2020

Minister's Submission to Full Bench on proposed COVID-19 pandemic award variations.

Minister’s Submission to Full Bench on proposed COVID-19 pandemic award variations

A Submission on behalf of the Federal Minister for IR & AG, has recently been posted on the Fair Work Commission website.

Note paragraph 9, in which it is confirmed that it’s the Commonwealth’s intention to pay the proposed ‘Job keepers’ payment to persons on “unpaid” leave. This clears one important matter up which impacts upon all organisations contemplating their next moves.

(Courtesy of Michael Taylor, HMT Consulting)
April 2020


Proposed Fair Work Commission COVID-19 Changes

Proposed Fair Work Commission COVID-19 Changes

What it means for the outdoor sector

In recent days the Fair Work Commission (FWC) has moved promptly to provide employers and employees more options in addressing the ongoing challenges of the COVID 19 pandemic.

Two widely used Modern Awards – the Hospitality Industry (General) Award and the Clerks – Private Sector Award 2010, have been varied to address some structural impediments/uncertainties relating to employer and employee rights and entitlements during the pandemic.

(Courtesy of Michael Taylor, HMT Consulting)
April 2020

‘Multiple functions’ – the potential of unintentional obligations

‘Multiple functions’ – the potential of unintentional obligations.

Two Federal Circuit Court decisions highlight potential problems arising from engaging employees to perform multiple functions in your workplace.

In the most recent case, an employee originally engaged as a ‘fitness instructor’ in 1994, and then later, and additionally, as a part-time ‘customer service officer’, (initially at a separate location operated by her employer, then subsequently, doing both roles at the same venue), argued that the roles had “merged” into one substantive position.

The employee cited the fact that they regularly and routinely moved directly from one function to the other, during a shift, and often, back again on the same day. This, it was argued, was a framework for hours of employment giving rise to a claim for non-payment, or underpayment, of overtime totalling approximately $119,000.

(Courtesy of Michael Taylor, HMT Consulting)
October 2019

The Federal Government moves to block ‘Double-dipping’ in relation to casuals

The Federal Government moves to block ‘Double-dipping’ in relation to casuals

On 16 August, 2018, the Federal Court of Australia handed down its decision in ‘WorkPac Pty Ltd v Skene’; the court decided that engaging an employee as a casual and paying a casual loading does not mean than an employee will necessarily be a casual for the purposes of the National Employment Standards (NES) in the ‘Fair Work Act 2009 (Cmth)’.

In essence the decision ruled that an employee who was treated as a casual – and paid a casual loading – was in fact entitled to be paid annual leave because of his regular pattern of hours and expectation of continuing work.

(Courtesy of Michael Taylor, HMT Consulting)
January 2019

Fair Work Ombudsman (FWO) advice on Award coverage for outdoor leaders

Fair Work Ombudsman (FWO) advice on Award coverage for outdoor leaders

The FWO recently released a statement of advice relevant to outdoor leaders and outdoor business operators who are not covered by an existing industry or occupation-based award.

The advice states that if an employee is not covered by an industry or occupation-based award, they can/may be covered by the Miscellaneous Award. This applies to different occupations the FWO has previously considered may be award-free, including outdoor leaders.

A full summary of this advice can be found at Award coverage for outdoor leaders.

Workplace bullying and why the 'rough and tumble' of a job is no excuse

Workplace bullying and why the ‘rough and tumble’ of a job is no excuse

Politics is known for being a tough business, but multiple Liberal parliamentarians say their colleagues crossed a line during the recent leadership spill.

Lucy Gichuhi has threatened to name bullies. Julia Banks referred to intimidation when announcing she was quitting politics. Kelly O’Dwyer says she knows of MPs who were threatened.

We spoke to experts to find out what defines workplace bullying and why professions like politics, as well as law and the military, are fertile ground for it … read more

ABC News

Sick days, employment contracts and overtime

Sick days, employment contracts and overtime: Your workplace rights, explained

Have you ever wondered if it’s OK to text in sick? Or worried about how much notice you need to give if you’re planning a holiday?

If you don’t know the answer to these questions, you’re not alone.

While your rights and responsibilities at work may have been outlined on your first day, remembering them when the time is right isn’t easy.


Domestic Violence Clause

FWC Incorporates ‘Domestic violence clause’ into Modern Awards

As part of the ‘Four yearly review’ of all Modern Awards, the Fair Work Commission (FWC) recently heard a test case with regard to leave for victims of domestic violence; a Full Bench of the Commission headed by His Honour President Ross, found that it was within the authority granted by the Fair Work Act 2009 to determine a standard provision to be incorporated in Modern Awards.

Subsequently, most Modern Awards have now been varied to reflect the terms of a new ‘Leave to deal with Family and Domestic Violence’ provision.

(Courtesy of Michael Taylor, HMT Consulting)
July 2018

Loaded Hourly Rates

Fair Work Commission Determines ‘Proper’ Requirements for EBAs containing “Loaded Hourly Rates”

On 28th June 2018, a Full Bench of the Fair Work Commission (FWC) headed by the President, Justice Ross, handed down a decision concerning appeals relating to five applications for approval of enterprise agreements (EBAs); the common feature of the five is that they “provide for “loaded” or higher rates of pay which are intended to incorporate, in part or whole, penalty rates and other monetary benefits for which separate provision is made in the applicable modern awards

(Courtesy of Michael Taylor, HMT Consulting)
July 2018

Dilemma - 'Regular Casual' or 'Permanent'

Dilemma – ‘Regular Casual’ or ‘Permanent’

The Outdoor Recreation & Fitness Sectors sector relies heavily on a casualised workforce, with many individuals rostered on regular days and in some instances at, or over, weekly hours that would otherwise be more applicable to fulltime (permanent) employment.

Both employers and employees regard such arrangements as constituting ‘permanent casual’ employment.  Unfortunately, such a mind-set can have significant and often unintended consequences …

(Courtesy of Michael Taylor, HMT Consulting)
February 2018

Fair Work Ombudsman on the case for Young Worker’s Rights

Fair Work Ombudsman on the case for Young Worker’s Rights

The Fair Work Ombudsman, Natalie James, recently place all employers on notice in regard to the exploitation of young workers around Australia:

“It’s time to address the myths that have achieved widespread levels of acceptance and are resulting in employers short-changing young workers…”

(Courtesy of Michael Taylor, HMT Consulting)
May 2017

Fair Work Commission Reshapes Penalty Rates Regime

Fair Work Commission Reshapes Penalty Rates Regime

On the 23rd February, the Fair Work Commission handed down its decision relating to Penalty Rates in six awards in the Hospitality & Retail sectors ….

As a community we need to resolve the questions “Do we want & need all services delivered on a 24/7 basis?” AND “What price do we want to pay or be paid for them?”

(Courtesy of Michael Taylor, HMT Consulting)
February 2017

How Heatwave Conditions impact your Obligations as an Employer

How Heatwave Conditions impact your Obligations as an Employer

2016 was the hottest year on record in Australia. January/February has seen regional centres record their hottest days with temperatures approaching the high 40’s in Victoria, NSW and Qld.

Therefore now is an opportune time to revisit the issue of employer obligations to staff engaged in physically challenging activities in enclosed environments or the outdoors.

(Courtesy of Michael Taylor, HMT Consulting)
February 2017

Checklist: Essential Steps to take in Engaging Employees

Checklist: Essential Steps to take in Engaging Employees

Several points are essential in establishing an employment relationship consistent with best practice and the requirements of current federal legislation.

The order in which they appear should be reflected in the Company’s actions when engaging any and all staff (although, particularly in the case of emergencies/unforeseen circumstances, this may not always be practicable).

(Courtesy of Michael Taylor, HMT Consulting)
December, 2016

NEW Queensland Training Ombudsman

Queensland Training Ombudsman 

The Queensland Government passed legislation to establish a permanent Queensland Training Ombudsman (QTO) as part of its plan to focus on quality training and reinvigorate the vocational educational and training (VET) sector in Queensland effective 22 April 2016 (PDF, 996KB).

The QTO will strengthen the state’s VET sector by improving consumer protection and providing VET students, employers and other significant stakeholders with a clear pathway for complaints.

The Minister for Training and Skills, Yvette D’Ath, has appointed Mr Geoff Favell to the position of Queensland Training Ombudsman.

Role of the Queensland Training Ombudsman

Download Infosheet

The QTO provides a free, confidential, and independent service to review and resolve enquiries and complaints from apprentices, trainees, students, employers and other stakeholders about the VET system.

Volunteers Are Human Resources…or Are They?

Volunteers Are Human Resources…or Are They?

The complexity of volunteer involvement often amazes people. Given the consequences to employees of ineffective volunteer involvement, how can a Human Resources Department not be connected to the daily issues of employee/volunteer relationships?

Managing Performance

Managing Performance – some tips.

Many small to medium-sized businesses are experiencing difficulties in an ever increasingly competitive environment; gaining and maintaining the best from your team is fraught with many challenges, some of which are explored here.

Above all else, consistency, transparency and excellent communications are the keystones to managing performance in the modern workplace.

READ MORE (Courtesy of Michael Taylor, HMT Consulting)
March, 2016

Drugs in the Workplace.

Drugs in the workplace – an escalating problem.

A recent decision by a member of the Fair Work Commission (F.W.C), that it was “not unjust or unreasonable” to require employees to provide oral fluid (saliva) and urine samples as part of a bona-fide workplace drug testing regime, canvassed many issues in regard to this urgent and escalating workplace matter.

READ MORE (Courtesy of Michael Taylor, HMT Consulting)
May, 2015

Rostering Challenges

Rostering Challenges

The Outdoor Recreation Industry operates over a wide spread of hours and in very challenging conditions. Employees are routinely called upon to work extended periods “in the field”, and often in remote locations, well removed from their home-base. Coincidently, Outdoor Leadership entails the delivery of training to novices, relating to complex/ physically and often demanding activities, in hazardous conditions.

READ MORE (Courtesy of Michael Taylor, HMT Consulting)

The Blurred Line between ‘Casual’ & ‘Part-time’ Employment

Many employers in the Fitness, Leisure, Retail and Hospitality sectors require maximum flexibility to ensure the continuing success of their businesses. Significant numbers have plumped for ‘casualised’ workforces when faced with dynamic market conditions for their goods or services. In the process, some have fallen foul of recent developments in workplace law by overlooking obligations they assumed they did not incur through engaging (regular) casuals.

READ MORE (Courtesy of Michael Taylor, HMT Consulting)

Why Penalty Rates?

Why Penalty Rates?

The Federal Government has commissioned a review of the operation of the Fair Work Act 2009 by the Productivity Commission.  The exercise promises to be far-reaching with the Commission scheduled to hand down its findings and recommendations in the second half of the year.

READ MORE (Courtesty of Michael Taylor, HMT Consulting)

Workplace Bullying

When a person or group of people repeatedly behaves unreasonably towards a worker or a group of workers at work; and that behaviour creates a risk to health and safety.

READ MORE (Courtesy of Michael Taylor, HMT Consulting)

Letter of Appointment

An employer has an obligation to make certain terms and conditions of employment clear to employees. A good time to do this is in a letter confirming the Offer of Employment.

The letter should cover the following:

  • Starting date, time and place (the date is important, particularly in regard to the period of probation that impacts on the period of notice of termination that the person must be given);
  • Name of the industrial instrument (Modern Award or EBA) under which the person will be employed (or alternatively, a simple confirmation that a separate employment contract will be drawn up and issued in due course):
  • The employee’s job classification and employment status (part-time, casual etc);
  • The duration of probationary employment and the period of notice that will apply in relation to termination during that period, by either side:
  • Leave arrangements, personal/carers, annual and any other paid or unpaid leave agreed by the parties;
  • Pay details including pay day and method and regularity of payment:
    Need to provide special equipment (if necessary);
  • Offer subject to a satisfactory Police check, and presentation of ‘Working with Children’ credentials (if applicable);
  • A brief description of the main duties involved.

It is strongly recommended that accompanying the Letter of Employment, should be a copy of the National Employment Standard relating to ‘Employee Information’.

Managing Terminations

Managing Terminations – Forward With Fairness Legislation

From 1st July, 2009, the Fair Work Act 2009, gives access to unfair dismissal laws to a larger population by removing the ‘more than 100 employees’ limit imposed under the former Work Choices Regime and replacing it with a new ’15 or more employee’ standard. Concurrently, employees earning up to $106,000 p.a (indexed), also have rights to seek redress under the new legislation.

This section touches upon the main aspects of the new system, but notes that some areas, particularly regarding representational rights and ‘general protections’ are yet, (as at May 2010), to be fully tested.

Unfair Dismissals:
To address the concerns of small business, the federal government has limited the operation of the “Unfair Dismissal” regime. Certain employees are precluded from making an application to Fair Work Australia (FWA) for redress of their termination:

Employees excluded from making a claim:

  • Employees of businesses of 15 or more employees who have been employed for fewer than 6 months;
  • Employees of businesses with less than 15 employees, employed for fewer than 12 months;
  • Employees dismissed due to *genuine redundancy;
  • Employees of a business of less than 15 full-time equivalent employees, (or “simply 15” employees after 1.1.11), employed for more than 12 months, where the employer can demonstrate that they have followed the ‘Small Business Fair Dismissal Code,(a copy of which is incorporated in this Module). Concurrently, the “Unsatisfactory Work Performance/Conduct Policy”, incorporated in this Module is designed to meet the Employer’s obligations under the Code and the Act;
  • Casuals who do not meet the requisite minimum employment period as permanent employees and who are not engaged on a regular basis with a reasonable expectation of continuing employment;
  • Persons making a claim more than 14 days after being dismissed, (although FWA has some discretionary powers).

FWA will seek to mediate matters, with an emphasis on re-instatement, although they have power to make orders for compensation of up to 26 weeks pay.

FWA will conduct an “inquiry” at the workplace or through teleconferencing, in a timely fashion. During the ‘conciliation stage the employer and employee may be represented (in the employer’s case, by a paid agent, industry association or lawyer). However, the Act precludes representation generally by Lawyers or Paid Agents in the case of matters going to formal submissions (see note in introduction).

N,B: Within this system procedural fairness is to the fore, with every opportunity to be given to the employee to be made aware of their short-comings and to be given reasonable opportunity to address them, before their employment is terminated. All steps must be well documented, to avoid an ‘unfair dismissal’ claim being sustained.

A person’s dismissal will be a case of genuine redundancy if:
(a) The person’s employer no longer required the person’s job to be perform by anyone because of changes in operational requirements of the employer’s enterprise; and
(b) The employer has complied with any obligation in a modern award or enterprise agreement that applied to the employment to consult about the redundancy.
However, a person’s dismissal will not be a case of genuine redundancy if it would have been reasonable in all circumstances for the person to be redeployed within:
(a) The employer’s enterprise; or
(b) The enterprise of an associated entity of the employer.

Under the National Employment Standards, applicable from 1.1.10, employees of employers having 15 or more employees will have obligations to pay severance pay, based on the employee’s length of service and age, up to a maximum of 16 weeks pay.

Further, an employer making 15 or more employees redundant, must notify Centrelink.

Unlawful Dismissals:
Employees have a range of protections from an employer taking unlawful actions to either terminate or “harm” their employment.

Under the General Protections provisions of the Fair Work Act 2009, employee’s workplace rights are guaranteed, through the provision of effective relief of persons who have been discriminated against, victimised or otherwise adversely affected.

Indeed a prospective employee is taken to have rights he or she would have if he or she were employed in the prospective employment by the prospective employer.

Adverse action includes, but is not limited to:

  • Altering the position of the employee to the employee’s prejudice; or discriminates between the employee and other employees of the employer;
  • Refuses to make use of, or agree to make use of, services offered by an independent contractor; or
  • Refuses to supply, or agree to supply goods or services to an independent contractor. “Unlawful Terminations” relate to:
  • An employee’s temporary absence from work due to illness or injury
  • Trade union activity
  • Non-membership of a trade union
  • Filing a complaint against the employer
  • Race, colour, sex, age, physical or mental disability, marital status, family responsibilities, pregnancy, religion, political opinion, national extraction or social origin
  • Community service
  • Maternity or paternity leave .

N.B. In relation to allegations of unlawful terminations, the onus of proof remains on the employer to prove that the dismissal was not because of, or did not include, one or more of the previously listed grounds.

Claims are heard by the Fair Work divisions of the Federal Court and Federal Magistrates’ Court.

In relation to General Protections applications, there is a 60 day limit on lodgements; further costs can be ordered by the Courts, with few limitations on damages awards.

Small businesses are not excluded from “Unlawful Termination” claims.

Best Practice – Managing Performance
There is a strong link between the steps taken to:

  • Recruit new staff
  • Manage the performance of staff
  • In the event that the employment relationship fails, manage the termination of the individual.

Appropriate action in all phases will minimise the risk to both the reputation of the Employer, through avoiding unnecessary litigation, and to the morale of the workforce.

Accompanying is a set of sample letters with explanatory memorandum relating to each of, appointment, performance management and termination of staff. They, due to their very nature, cannot anticipate all contingencies; therefore some discretion is needed to reflect the circumstances.For instance, should the employee’s action warrant it, there is no restraint on the C.E.O or other authorised person, instantly terminating an individual for criminal action or other wilful misconduct.

All current employees and future inductees, should be issued a copy of the‘Unsatisfactory Work/Performance /Conduct Procedures’, template document contained herein, to ensure that all team members understand how and why actions they take in their employment will be addressed by the Organisation.

First Written Warning

PERFORMANCE – First Written Warning


The first written warning should include the following key elements:

  • Reinforce the standard of performance or conduct expected, the employee’s failure to
    meet the standard and the severity of the situation;
  • Ask for the employee’s response. The response and the Manager’s consideration of
    the response should be noted and recorded in the warning;
  • Nominate a suitable review period to monitor performance/conduct;
  • Outline the consequences of continuing the unsatisfactory performance/conduct; and
  • Make reference to previous oral warnings and their dates.



RE: First Official Warning in relation to Conduct/Performance.

As you know, (insert the name of the staff member in authority over the employee concerned,
if not the person actually signing the letter) has been working with you to improve your
performance (insert period of time). But unfortunately performance issues remain unresolved.
This is your first official warning (specify details of unacceptable conduct/performance).

The warning follows the counselling/disciplinary interview held on (date) in relation to the

During this interview, you made (the following) or (no) comments in relation to your
(misconduct) or (performance) (insert response if applicable).

(Repetition of this conduct or failure to improve) may result in the termination of your

Your (conduct/performance) will be reviewed (date).

This warning will be placed on your personnel file, and will remain current, in relation to the
issues addressed above for a period of ___ months.

If you would like to discuss this matter further, please do not hesitate to contact the

Yours faithfully,
(relevant officer).

Unsatisfactory Work Performance

Unsatisfactory Work Performance/ Conduct Procedures

It is important that all team members have a clear understanding of the consistent process for all employees regarding Unsatisfactory Work Performance and Misconduct.

Conditions leading to action pursuant to this policy include the following:

  • Inefficiency or negligence in the performance of the specified duties of the position held; or
  • Misbehaviour or misconduct which includes committing acts which impede the carrying out of the employee’s work, or that of colleagues, or failure to comply with a reasonable instruction from a team member on authority; or
  • Action which is prejudicial to the health or safety or other employees; or
  • Breach of Skills Alliance’s policies or procedures.
  • Conduct causing harm to the relationship between the organisation and its clients or stakeholders.
  • Dishonest or unethical behaviour.

Consistent with the requirements of the Fair Work Act 2009, your employer has developed the following disciplinary procedures for unsatisfactory work performance:

  • Stage 1 – Training and counselling of the employee concerned through discussion with their Manager.
  • Stage 2 – First written warning in the event the agreed actions / measures have not been achieved.
  • Stage 3 – Second and final written warning in the event the agreed actions / measures have not been achieved.
  • Stage 4 – Termination of employment in the event the agreed actions / measures have not been achieved.

Throughout all stages the employee may be represented by an individual or organisation of their choosing.

Employees are guaranteed that all information will be treated with the strictest confidence.

Employment Awards for the Outdoor Recreation Sector

Award Coverage in the Outdoor Recreation Sector – an overview

There are four awards that are likely to cover employees in outdoor recreation. Click each award name to view on the Fair Work Commission website.

Guides (from HMT Consulting) for:

Please Note:

The Outdoor Leaders Award (2005) was terminated on July 29, 2011. Since then there has been no “dedicated” Industrial Award governing the minimum term and conditions of workers in in Outdoor Recreation.

A series of determinations by Fair Work Australia, relating to applications for approval, under section 185 of the Fair Work Act 2009, of Enterprise Agreements have given strong guidance to employers and their representatives as to the issue of Award Coverage in this Sector.

READ MORE (Courtesy of Michael Taylor, HMT Consulting)

All articles courtesy of Michael Taylor (retired), HMT Consulting  (unless stated otherwise)


Links & Useful Resources

Jewell Hancock Employment Lawyers BLOG

Jewell Hancock Employment Lawyers

A full-service employment law firm exclusively for employees


(Potentially useful blog articles on employment related matters)

Employee, contractor or volunteer?

Employee, contractor or volunteer?

At times, it can be difficult to assess if someone at your organisation would be considered an ’employee’. The Not-for-profit Law Guide: Employees, contractor or volunteer can help you to undertake an assessment of whether employment laws apply (but as this can be complex, it can be a good idea to get some legal advice). The fact sheet below has more information about:

  • definitions of employees, independent contractors and volunteers, and
  • legal obligations owed by community organisations.

DOWNLOAD: Employee, contractor or volunteer? (PDF)

Labour Hire Licensing Scheme

Labour Hire Licensing Scheme

The Queensland Government has established a mandatory labour hire licensing scheme to protect workers from exploitation and promote the integrity of the labour hire industry in Queensland.

The scheme requires labour hire providers to be licensed and users of labour hire to use only licensed providers.

Employing PeopleWorkplace Relations in Australia

Workplace Relations in Australia

The Australian national workplace relations system establishes a safety net of minimum terms and conditions of employment and a range of other workplace rights and responsibilities.

Source: Australian Government

Fair Work Commission

Fair Work Commission

Helping Australians create fair and productive workplaces

Fair Work Ombudsman

Fair Work Ombudsman

The gateway to information and advice about Australia’s workplace rights and rules.

Modern Awards

Modern Awards provide pay rates and conditions of employment such as minimum wages, leave entitlements, overtime and shift work, amongst other workplace related conditions.

The awards relate to specific industries or occupations. There are currently 122 modern awards.

These awards, with the National Employment Standards, provide a minimum safety net of terms and conditions of employment for all national system employees.



Queensland Training Ombudsman

Queensland Training Ombudsman

The QTO provides a free, confidential, and independent service to review and resolve enquiries and complaints from apprentices, trainees, students, employers and other stakeholders about the VET system.

The QTO can help you navigate the complex VET sector and find the best way to address your concerns as well as provide free and impartial advice about rights and responsibilities within the VET sector.

The QTO will look at your circumstances and assist you to resolve issues appropriately by:

  • reviewing the issue and recommending the most appropriate action to take
  • referring the complaint to another agency if they are best suited to assist
  • mediating between parties to come to a mutually beneficial solution.

The QTO also plays an advocacy role for the VET sector by reporting on systemic issues and advising the State Government on ways to improve the VET system.

Download Infosheet



A subscription based online resource that gives HR/IR managers and professionals up-to-the-minute news, tools and expert guidance, to arm you with the necessary insights to help you manage your HR requirements. (from Paul Munro)

Webinars and Video clips

Become a member

We welcome membership applications from outdoor organisations and individuals

Learn More